negotiation instructions: PLEASE HELP I WILL GIVE A THUMBS UP!!

questions:

JOSEPHINE MCNAIR (Navigational Systems) (Secret Instructions) You are off to see the Division Chief, Terry Hardel, after staying up all night talking with Joe. You are absolutely furious. Neither your present Group Manager nor Hardel has had the courtesy to call you in or talk with you. In fact, Hardel probably would not have seen you except that you simply insisted. Obviously you've known all along that your marriage might get in the way of a promotion for either you or Joe. You've known that Navigational Systems has an antinepotism policy with respect to supervision. And since theoretical physicists normally do not become managers in engineering firms, you always knew it would be Joe who would get promoted, if it happened to either of you. In fact you and Joe had even explored this point with your present Group Manager, when you got married. He had said: 1) "No one had ever been promoted to head a Group at Navigational Systems under age 38.". (You are 33 but Joe is only 30 ); 2) If a promotion came along, "You'd probably both know, a year or so ahead, and could plan for it;" 3) "Don't worry about it!" You in fact are angriest about the question of timing. A year would have been a good period to continue work on your present research problem and it was what you'd been planning on, under the present work plan. You would love to be able to continue your computer simulations, rework the theoretical predictions and iterate back and forth between theory and simulation for a year. At the very least, you need six weeks to conclude your present work and write it up. (Each complete simulation and analysis takes about a month, and you'd like two weeks to write, so six weeks is an absolute minimum.) You would be outraged to have to turn your work over to someone else immediately, just at the point when you have nearly finished getting the whole thing up and running for the first time. In fact,...ten weeks would be enormously better, so you could test your work twice. And each month after that means a lot to you, since each month means another run. JOSEPHINE MCNAIR (Navigational Systems) Page 2 Joe's view is - why not just leave Navigational Systems? Each of you could get another job tomorrow. Promotions will come wherever he goes. He loves you. He thinks you've both been treated like objects. The heck with it. He says, get as much time as you can. If it's long enough, then good, he'll take the promotion. If the move has to be "tomorrow," you'll both quit, giving six weeks notice. In fact, if anything makes you mad, Joe will refuse the promotion; you will finish up in six weeks and you'll both go anyway, to a company that treats you better. Six weeks would be an ok turn-around time for him, too, he says. Joe's points made you feel good. On the other hand you know he'd love this promotion at age 30 (!) He's loved the work, he's fascinated by research administration. he likes writing proposals and he is really interested in air traffic control. You want to be as loyal to him as he is to you. Neither of you wishes to leave Navigational Systems for any other reason. But on the other hand, Hardel has been an absolute jerk. Why hadn't Terry talked with you months ago? Why hadn't Terry called you both in? But still, there's Joe, who can't wait to take on a bigger challenge. How can you stand in his way?... How long will Hardel give you? Josephine: Please stay in role. Do not agree with any plan you personally would not agree to. TERRY AND JOSEPHINE AT NAVIGATIONAL SYSTEMS (General Instructions) Joe Abernathy and Josephine McNair were assigned together to a top-secret research group at Navigational Systems. They looked at each other with amusement when they met. Each had been told by a mutual friend back at Cal Tech that they really ought to meet; each had been too busy to follow-up on this matchmaking by a fellow alumnus. In a way it was surprising they hadn't met before-though Josephine had finished her doctorate in physics several years before Joe got his in electrical engineering - because they'd been working on similar problems at Navigational Systems. In fact they each worked out very well in the new group. Sunny and cheerful and a little bit zany, they were particularly well-liked by their colleagues. Over the course of several years, several things went well. Their research really took off. They each took advantage of all that the company offered and both were really happy at Navigational Systems. Also - they fell in love and got married. Each, however, was extraordinarily circumspect and professional in behavior; their colleagues had been surprised when they got married. And, in fact, the marriage appeared to cause no tension to anyone. Alas, however, it all came apart when the Division Chief, Terry Hardel, called in Joe one day, to appoint him to be a new Group Manager. Navigational Systems suddenly had a chance to bid on a huge new contract working on advanced air traffic control problems. The group was therefore splitting up. Joe, the group's best electrical engineer, was the obvious person to manage the new group which would include the section where Joe and Josephine worked. However, Joe was told, his promotion would of course mean moving Josephine. Since Josephine could not report directly to Joe, management had decided to move her to entirely different work, in fact to a different Navigational Systems location in the city. Joe and Josephine talked that night, and then Josephine went in to see the Division Chief, Terry Hardel. A. What are your visions for the future? aspre 107 Be prepared to share your vision with others My vision is . B. What are your concems and interests? Think about what you want. Nox how much of it. but what is it you realy care about? gegin to take stock of what you need, and what you hope to gain by negotasirg. Think about the large things the contributions to society, your standing with others in your organization or outside your oyganization. Think about taimess and equity, establisting a good working relationievip wis the ceter nide; your problem-solving syle. Be prepared to share your itterests wit others C. What options might meet your interests, solve your concerns, and be acceptable to the other parties? Undertake a brainsforming process to consider a range of allernatives that meel your interests. Be imaginative. Also consider allematives that may work for others. If you can keep others happy whle satiatying your needs, they may be willing to recipocate. Nso think about optons you want to arold, those that would be suifficiendy hamful to them that you could stymie negosations just by suggesting them. Sheet # D. What are your comparative advantages in the negotiation? Each side comes to the table with differont strengths. Try to understand those differences and covise ways to use them to the advantage of all parties Are you time-rich but money-post and vice versen? Figure out ways that you can exploit these differences in boneficial ways. E. What are your alternatives to the proposed negotiation? Once negotiations got going, it's ensy to forl in lowo with making a deal, so it's important for negotiators to keep their atomatives in mind. The better your alternasves the more you can expoct from the negotiation. Do more than simply arsiculate alternalives, make them real. Act on them so that you can imoke them when needed. Think about your alitematives: - BATNA. Bost Alternative to a Negotiated Agreement (recall that the more you have the better- as long as they are real)