BSMH 3073

[HOW TO BE AN EFFECTIVE NEGOTIATOR]

1.0 INTRODUCTION One of the essential skills for any entrepreneur is negotiation. How well you can negotiate a favorable agreement or deal for your business can often spell the difference between failure and success. Negotiation can occur between you and your employees, your vendors, your customers, or even your investors. Despite the possible sense of intimidation or distaste many business owners might have around negotiating, it is a productive skill that will enable you to build your business in positive ways and it does not have to be approached as an adversarial tactic to be endured. Here we would like to mention about an effective negotiator and we are convinced that negotiators are not born; they are made. Clearly, there are some people who seem to have been born for that. The innate talent of a salesman who is capable of improvising, for example, can save situations where negotiators have been exhausted or stymied. Nevertheless, to be an expert negotiator capable of achieving the best that could be hoped for means keeping in mind that negotiations must benefit both parties and this is the result of reflection, analysis and practicing various techniques and methods habitually. Of course, they can be learned and practiced. Lets not forget that an effective negotiation is composed of 10% technique and 90% attitude. A negotiator must have cognitive intelligence to comprehend complex ideas, to reason based on facts and to plan a course of action. Cognitive intelligence is intellectual abilities such as logic, reason, reading, and writing, analyzing and prioritizing. These go on in your own head
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and utilize only the neo Cortez, not the emotional centers of the brain. These do not involve any people skills, can solve a math equation by you, or write an essay by yourself. Other than that, without doubts, biologically realized cognitive intelligence is the most complex property of human mind and can be perceived only by it. Our problem is what we call or may call cognitive intelligence. From the formal, computational perspective, cognitive intelligence is always one of illdefined concepts. Its definitions are immersed in numerous scientific contexts and mirror their own historical evolutions, as well as, different "interests" of researchers involved. Its weakness is usually based on its abstract multi-faces image and, on the other hand, a universal utility character. There are some characteristics will explain about an effective negotiator.

2.0 DICUSSIONS 2.1 Negotiator Should Be an Emotionally Intelligent Negotiator Cognitive ability refer the type of intelligence commonly measured by psychometric tests) predicts individual performance in many related contexts. Beside this, in particular situation or context, individual negotiator is expected to react the same way with the confines of bounded rationality in the similar kinds of biases and decision making, (Fulmer & Barry, 2004). However in the scholar journal state that individual differences do impact negotiation outcomes but they hold the limited interest due to demographic factors. It is common true that organizational have the ultimate power to analysis the individual differences
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and peek the right person in order to get better result in negotiation. On the other hand, if the intelligence will affect the negotiation result it is the right way to identified how the smart negotiators react in order to implement negotiation and improve skills. The scholar also state that cognitive ability an ability and emotional intelligence impact a negotiator's information acquisition, decision making, and tactical responses, both directly and in concert with

situational/contextual factors. Beside this, cognitive ability involves the ability to plan, solve problems, think abstractly, comprehend complex ideas, learn quickly and learn from experience. The cognitive ability is applied in negotiation process, where by integrative negotiation; the both parties will try accomplishing the result together. In order to achieve it the negotiator needs cognitive ability to gather information and share it. Beside this, cognitive ability also able to influence performance in various situations beside predicts behavior and outcomes in complex negotiation process, (Fulmer & Barry, 2004). On the other hand the effective negotiator can use the cognitive ability in four process of negotiation which is information acquisition, decision making, choice of tactics and the ability to influence emotions of the negotiation opponent in order to get success in negotiation process. Furthermore, the high cognitive ability also will help the negotiator to be effective where they are able to predict decision making performance even in extremely unpredictably changes. Beside this, the cognitive ability also will help the negotiator to be effective where in bargaining situation; cognitive ability will offer negotiator advantages in information
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[HOW TO BE AN EFFECTIVE NEGOTIATOR]

gathering and decision making, particularly in complex situation. The cognitive ability will contribute to effective negotiator in information acquisition where it increases the capacity to learn and process relevant information more quickly and accurately. It is proven that, higher cognitive ability will boots up effective negotiator where it deliver to rapid learning about the underlying interests of one's negotiation partner. Effective negotiator also can use cognitive ability to perform accurate judgment and decision making in before and after unexpected changes in negotiation process. Beside this the cognitive ability helps the negotiator to be effective where they can perform with rationality and with bias avoidance, able to identified own errors and mistakes more quickly. Apart from this, cognitive ability also leads to effective negotiator where it cultivates them to adapt in complexity during the negotiation process. It is clearly can been see in negotiation situations involve vary in complexity where parties are negotiating for complex multi issues involve rapid, unexpected changes in circumstances, require high-level and swift information processing, and require attention to multiple sources of information simultaneously. So it is proven where the effective negotiator should use cognitive ability to adapt in rapid learning and information processing during negotiation process. So we can conclude that effective negotiator will use cognitive ability in information acquisition and be stronger in structurally complex negotiation situations.

BSMH 3073

[HOW TO BE AN EFFECTIVE NEGOTIATOR]

Beside the cognitive ability, the emotional intelligence also can contribute to effective negotiator. Emotional intelligence will be beneficial for negotiators because it provides greater sensitivity to emotional cues, it may minimize the negative effects of emotion on decision-making, and it facilitates the implementation of emotion based tactics in negotiation. Effective negotiator are able to manipulate other parties emotion level where in negotiation table an emotionally sensitive opponent might observe that the focal negotiator becomes visibly upset the longer the negotiation continues or reacts overly emotionally to some particular comment of events, clues that there is time pressure or some other constraint on the focal negotiator that has not yet been revealed in conversation. Besides increasing the ability to perceive emotion in others, emotional intelligence may also reduce the likelihood that one's own emotions will interfere with accurate perception of information in a negotiation to effective negotiator. We can conclude that an effective negotiator can use it to gather more and richer information about their opponent's underlying interests and contextual constraints than less emotionally intelligent negotiators. Emotionally intelligent also allow the effective negotiators will more accurately evaluate risk, leading to better decision-making performance within a negotiation context. Apart from this, effective negotiator which have emotional intelligent will be more aware of any possibly more likely to take advantage of opportunities to actively influence or manipulate the emotions of opponents to their own advantages. It is clearly can see those effective negotiators whom
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have emotionally intelligent are more successful in inducing desired emotions in negotiation opponents. We can conclude that an effective negotiator must have cognitive ability and emotional intelligence to comprehend complex ideas, to reason based on facts and to plan a course of action.

2.2 Negotiator Should Have Situational Power Good negotiator personalities can be recognizing as having important effect on negotiation. In a bargaining situation personality is believe to be related with other important aspect such as situational power. This can help negotiator to simulated external validity. Usually without experience the actual cognitive manipulation mostly will vary widely across the negotiator. In bargaining situation a negotiator without experience can affect the outcome. Individual differences identified by measuring a broad range of personality characteristic with variety of techniques. During negotiation, negotiator proposes and evaluates sets of issues such as price, quantity, delivery terms, and guarantees that contribute to the possible outcome. A negotiator must base their cognitive intelligence in order to support their evaluation regarding the issues. Continuously, in certain situation preference for no settlement must be measured in order to identify negotiators resistance point where the negotiator refused to accept the deal (Greenhalgh, Neslin, & Gilkey, 1985).

BSMH 3073

[HOW TO BE AN EFFECTIVE NEGOTIATOR]

Outcomes can be determined by directly by personality, perceived power and preference. Power and personality can affect negotiation outcome and preference effect outcome indirectly. A powerful negotiators comes with good quality of cognitive intelligence usually has a high utility resistance point because they having high utility of alternative dealing with other parties. Personality could influence preference because individual difference in a negotiator preference structure reflecting the factors of their values. Because of complexity of real world of negotiation, it is necessary to measure a broad range of dimension. The three general categories of relationship orientation, cognitive orientation, and persistence as a guideline for ensures of personality range of negotiators. Besides, tactical skills among negotiator based on situational power involve the ability to persuade the other parties. When one party can deny their outcome and one party has better alternatives and willing to walk away.

2.3 Negotiator Should Be Confidence When negotiating, always consider the roll confidence plays in the negotiation. By doing so, negotiator will create more negotiation opportunities. Confidence is necessary in any situation involving negotiations. Confident make negotiator become more strategic in planning and effective in executing negotiations. Confidence comes over time although some seem naturally blessed with it. Confidence plays a critical role in any negotiation, regardless of
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[HOW TO BE AN EFFECTIVE NEGOTIATOR]

where it takes place. Anything a person entering a negotiation can do to boost his or her confidence is a good thing. Something as simple as participating in negotiation training may work to minimize the disadvantage of negotiating on someone elses home turf. According to the Brooks and Schweitzer (2011), show that nervousness is harmful to negotiator performance. In the authors experiments, authors induced either nervousness or neutral feelings and studied behavior in negotiation and continuous shrinking pie tasks. Compared to negotiators experiencing neutral feelings, negotiators who feel nervous expect lower outcomes, make lower first offers, respond more quickly to offers, exit bargaining situations earlier, and ultimately obtain worse outcomes. The relationship between anxiety and negotiator behavior is moderated by negotiator selfeffectiveness, high self-efficacy mitigates the harmful effects of nervousness. Strategies, frameworks and research that will allow negotiator to negotiate with multiple opponents on a number of issues. Negotiator should confidence to ensure that negotiator negotiate successfully and, just as importantly, consistently. The confidence is one of most important and necessary to manage conflict and resolve disputes. Confidence can influence negotiator opponent's behavior. When a negotiator has confidence in the negotiation process, he or she would avoid making lower first offers. A negotiator who has confidence wont easily step in for the offer that could actually be made for a higher stake. A
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[HOW TO BE AN EFFECTIVE NEGOTIATOR]

confident negotiator wont easily back off from the negotiation process. This is because, when the negotiator has confidence in him, the negotiator will try to stand till the final offer being made. A confident negotiator will not commit for a less profitable negotiation. When a negotiator is not so confident in him, he will tend to make less profitable negotiation as he is not sure of the negotiation process. Thus, confidence is very important for a negotiator, as every decision is based on the confidence level of the negotiator himself. A well-prepared negotiator will come to the table fully prepared, and his speech will be smooth and articulate. Clear, concise articulation will get the point across and negotiators words will be easy to understand without being patronizing. The more confident negotiator sound, the more confidence the other parties will have in him. Thus, well preparation and confidence is very important for an effective negotiator.

2.4 Negotiator Needs To Create Trust Around Another Party Trusts play an important role in business-to-business negotiations by effective negotiator. An effective negotiator needs to have ability to create trust around another party. In negotiation, two parties with opposing interest come together to make a decision. To overcome this situation, an effective negotiator needs to create trust around another party to make sure they come to compromise as soon as possible. Trust can influenced opposing party and make a strong relationship between the two parties. An effective negotiator not only made to
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[HOW TO BE AN EFFECTIVE NEGOTIATOR]

build trust and strong relationship between the business firms but also with the persons who represent the firm. A negotiator who has a cognitive ability to bring trust can bring confidence to opponent party and bring satisfactory settlement in negotiation. Negotiator can get trust from another party by providing fact and reliable information according to the problem that need to resolve (Elahee & Brooks, 2004). According to the journal, the amount of an information sharing information by a negotiator will make sure the relationship range between two parties. Information that provide need the state clearly about the expectation of parties and justify their expectation. Trust brings by the effective negotiator make sure there are less complex and more efficient outcomes. Trust with negotiator will brings high aspiration around another party. Moreover, high level of trust makes the communication level with two parties improve. When the trust between the negotiators increases it will make an ethical negation happen to overcome a problem faced by two opponents parties. Ethical issues have a positive linked with trust. The amount of trust of opponent parties will estimate the ethical behavior of other parties. When a negotiator failed to build a trust it will create another party to use unethical techniques to make final decision. The unethical activities for example provide false promises, false information, inappropriate information gathering, and misrepresentation of the position to another party (Elahee & Brooks, 2004). These activities will bring conflict around two parties when the truth is come back. Other than that, this situation brings a negative image about our organization in business world. So that is very
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important for an effective negotiator to create trust around others parties in negation proses. When a negotiator successfully get trust from another party, it will make the negotiation proses become so simple. Its because trust can make the understanding level between two parties increased. When an effective negotiator brings trust around another party, it can help the parties continuously dealing with the organization in future. From the view of cognitive intelligence, an effective negotiator need to bring trust from another parties to make sure he or she got the ability to make an negotiation successfully and make a decision that can fulfill two parties needs. Trust plays an important role to bring an effective negotiator in cognitive intelligence proses. A negotiator who can create trust within another party can categorize as an effective negotiator in negotiation proses.

2.5 Negotiator Should Be Good Decision Makers One of the characteristics of effectiveness negotiator is good decision maker. Problem-solving and decision making are important skill in business and life. Decision making is important especially in management and leadership. An organizations successful or failures in achieve their goals and aims in depends on the decision making. In negotiation, decision making is an important element to negotiator to solve the problem or dispute that arises between both parties. In bargaining negotiation and integrative negotiation, the outcomes are heavily depends on both parties desire and
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[HOW TO BE AN EFFECTIVE NEGOTIATOR]

needs and the both parties resistance point and how both parties cooperate with each other to achieve their preferred goal. In this situation, the negotiator must give more attention on decision making to help the parties to attain their goals especially in context of cognitive. Negotiator must think creatively and critically to find the solution and not only depend on evidence and facts. Negotiators might be termed a social contextualize view, a psychological factors that influence judgement and decision making in negotiation. The decision making process might be influenced by external factors of negotiation such as what the other negotiations result, the negotiators thinking approaches, how the parties that involved in that particular negotiation accept the final decision (Kramer, Pommerenke, & Newton, 1993). Negotiator must be cognitively intelligent to make a decision that is different from other negotiators in order to be an effective negotiator. When a negotiator is make a decision, it is important to take into consideration the impact of the social environment within which negotiations are characteristically embedded. A common feature of many real- world negotiations is the fact that they occur in the context of pre-existing social ties and relations. In negotiation, there are frequently involving decision makers who share membership in the same social group or organization (Roderick M. Kramer, 1993). At this point, the negotiators have not to be bias on make a decision. He or she must make the decision according to the facts, problem arising and solution for both parties, and the outcomes that
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affect the negotiation. Furthermore, negotiator also must carry out the problem in term of cognitive thinking, where the solution of problem can also be a new version in negotiation process. A good decision making requires a mixture of skills. The skills that involve are creative development and identification of option, clarity of judgments, firmness of decision and effective implementation. In order to be an effective negotiator, a decision maker should have all the skills that mention above. In a research that been conduct in California about the relationships between negotiator sex and the likelihood of being deceived in strategic interactions, gender stereotypes suggest that women are more gullible than men, so a rational analysis of negotiator behavior predicted a greater propensity to deceive when negotiating with women than men. This problem is arising due to the level of cognitive intelligence between man and women. Normally, women tend to think a problem in a small perspective and more focus in specific angle or view of that problem. In contrast, man will look out the problem in several contexts and also think about the impact of decision making in future. This problem should be avoided to the decision maker in negotiation to become an effective negotiator. Another important element in negotiation is ethical decision making. To be an effective negotiator, a negotiators need to take an ethical decision making. In addition the ethical decision making are important because when conduct a negotiation, the negotiator not only have to consider the both parties desire ,needs and outcome, and their
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[HOW TO BE AN EFFECTIVE NEGOTIATOR]

resistance point, but also the ethical decision. An effective negotiator not only makes decision based on fact and evidence, but he or she also needs to look up the ethical of decision that has been made in the context of rules and regulation. In the decision making process, it is important for negotiator to define and clarify the issue. Cognitive process also influences the negotiators decision making. (Roderick M. Kramer, 1993).An effective negotiator must able to solve the dispute among two parties through a creative and critics cognitive. He or she not only must depend on facts, evidence and trusty of parties to make decision but also need to think the impact and possible of the problem solving. Moreover, social context that consist of social identification and interpersonal accountability might affect the outcomes that negotiators try to achieve during a negotiation. Interpersonal accountability affects directly a negotiators cognitive

intelligence. It pretend the negotiators abilities in make decision creatively and critically (Kramer, Pommerenke, & Newton, 1993).

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BSMH 3073

[HOW TO BE AN EFFECTIVE NEGOTIATOR]

3.0 CONCLUSION As a conclusion, characteristics of a negotiator are most important to be an effective negotiator in an organization. Characteristics such as decision making, trustworthy, confidence, cognitive ability, and power and personality are making a negotiator to be successful in their negotiation process. I have demonstrated that there is evidence to support the proposition that more principled negotiator traits are likely to be more effective than aggressive ones. Negotiators have to be prepared for competitive counterparties and for the value-claiming phase of any negotiation. Finally, I have questioned whether the typical one-day commercial mediation model gives participants much opportunity to engage in integrative negotiation. I have suggested that it does not and that, at least in some cases, this is to be regretted. I have proposed one or two ways in which even the slightly adventurous mediator might look to flex the model and I have challenged the mediator community to come up with more. If they accept this challenge commercial mediation can, also see it, truly take its place as a technique for conflict resolution rather than remain as just a step within litigation.

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[HOW TO BE AN EFFECTIVE NEGOTIATOR] REFERRENCES

Baker, J. A. (2012). The ultimate negotiator and counselor. Texas Bar Journal, 75(5), 1-3. Elahee, M., & Brooks, C. M. (2004). Trust and negotiation tactics: perceptions about business-to-business negotiations in Mexico. Journal of Business & Industrial Marketing, 19(6), 397 - 404. Fulmer, I. S., & Barry, B. (2004). The smart negotiator: Cognitive ability and emotional intelligence in negotiation. The International Journal of Conflict Management, 15(3), 245-272. Greenhalgh, L., Neslin, S. A., & Gilkey, R. W. (1985). The effects of negotiator preferences, situational power, and negotiator personality on outcomes of business negotiations. The Academy of Management Journal, 28(1), 933. Kramer, R. M., Pommerenke, P., & Newton, E. (1993). The social context of negotiation: Effects of social identify and interpersonal accountability on negotiatior decision making. Journal of Conflict Resolution, 37(4), 633- 654.

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