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1. Which one of the following
statements regarding negotiation is
a) Strategies used in negotiation are
dissimilar to those used in conflict
b) Negotiation is a process which involves
working towards an agreement.
c) Integrative bargaining and distributive
bargaining are two types of
d) An integrative bargaining strategy
seeks a collaborative approach.
2. Distributive negotiation strategies:
a) Focus on dividing up resources.
b) Generally involves a lose-lose
c) Can create competition, exploitation
and irresponsibility within
d) Involve compromising, avoiding and
3. Which one of the following
statements regarding negotiation
strategies is CORRECT?
a) One should jump into a negotiation
as it gives the other party less time to
b) Being both objective and subjective is
c) Being creative and unconventional can
d) None of the above are correct.
4. Which one of the following is NOT an
integrative negotiation strategy?
a) Separate the people from the problem.
b) Invent options for exclusive gains.
c) Focus on interests, not position.
d) Set goals and establish shared goals.
Final tips for negotiation
Negotiation is a learnt skill. Done
poorly, negotiation can amplify conflict,
ruin relations and disadvantage the
function of a business. Done well
negotiation can provide opportunity for
mutual gain, relationship development
and quality work environments and
In conclusion, summarising
important points of negotiation and
communication one must:
• Stay sharp (Supercool, Honest,
Assertive, Realistic, Prepared)
• Know exactly where to draw the line
• Listen, don’t talk
• Keep a win-win attitude
• Apply proven strategies
• Never make concessions without
getting one in return.2
Natalie needs to focus on shared
goals and overlook Peter’s power
playing nature. She needs to not let his
personality bother her and instead focus
on achieving a positive outcome for all
parties and preserving the relationship.
Natalie needs to gather thoughts to
use in her clarification and justification.
She will use things like being able to work
weekends when her husband is home
to her advantage and as a trade off for
working reduced hours during the week.
She will focus on herself as an asset given
her long term relations with customers
and staff. She will highlight her planned
longevity within the business and ability
to work longer hours in the next few years
as her children finish school as rationale
for Peter’s investment in her professional
Peter seems to have in his mind a set
idea of the role Natalie should play and
the hours that she should work based on
historical experiences and perceptions.
He needs to let go of this ‘That’s how it
has always been’ philosophy, be creative
and focus more so on the interests of
the business rather than aligning with
his opinions and stance on the issue.
He needs to base his decisions on
objective criteria like Natalie’s ability and
performance along with the intangible
asset she carries given her relations with
SUPPORTING PHARMACY PRACTICE
staff and customers rather than on his
assumptions and stubbornness.
It is important that both parties look at
the issues holistically. What is important
and what is at stake? If they are to work
together into the future, the relationship
is important to preserve. If either feels
they have been disadvantaged within the
negotiation, the relationship will become
compromised with potential resentment,
disrespect and negative feelings.
It is important that Natalie and Peter set
a time for the meeting – a time and place
where they will have no interruptions
and in an environment comfortable to
both parties. Also important is a plan to
document the negotiation and terms of
employment, detail specifics and devise a
plan for follow up.
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2. Flanagan N, Finger J. The Management Bible. Toowong QLD:
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3. Tillet G, Resolving Conflict. Sydney University Press; 1991.
4. Carlopio J, Andrewartha G, Armstrong H. Developing
management skills: A comprehensive guide for leaders. 3rd ed.
Prentice Hall, Sydney; 2005.
5. Topping, P. Collaborative negotiation skills. Business Economic
6. Sebenius J. Six habits of merely effective negotiators. Harvard
Business Review. 2001;79(4):87–95
7. Quinn R, et al. Becoming a master manager 3rd Ed. Wiley & Sons:
New York; 2003.
8. Williams D. Communication skills in practice: A practical guide for
health professionals. Jessica Kingsley : Bristol; 1997.
9. Davis M, Paleg K, Fanning P. The messages workbook. New
Harbinger Publications: Oakland CA; 2004.
‘If either feels
they have been
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