本文主要讲述的是谈判的优势与劣势，最后一个优点是使用了Kluckhold和Strodtbeck的理论。利用这一价值取向理论，我们可以将岛屿文化如何决定事物的价值联系起来。关于岛屿文化，“与自然的关系”和“空间的私密性”是我们在Kluckhold和Strodtbeck的理论中理解的两个重要方面(Hills, 2002)。这有助于从政府的角度看待我们自己的谈判目标，更好地了解他们的偏好、优先事项和关切。本篇澳洲市场营销论文代写文章由澳洲论文人EducationRen教育网整理，供大家参考阅读。
A final strength is the use of the Kluckhold and Strodtbeck’s theory. By the use of this value orientation theory we were able to connect how the island cultures decided the value in cetain things. “Relationship with nature” and “privacy of space” with respect to the island culture was two important aspects that we understood in the case of the Kluckhold and the Strodtbeck’s theory (Hills, 2002). This helped look at our own negotiations objectives from the viewpoint of the Government and their form of preferences, priorities and concerns were understood in a better way.
The major weakness of our negotiations lay in how we took a near compromise approach. We did not have a choice because this was the first timefor the island community to allow any form of building, so we had to learn to compromise a little.
A second main weakness stemmed from the island itself. It was a natural environment that has so far been untouched by any forms of business ventures. Hence to make a selling point for the island queen was tough. There were no scales to compare with from previous undertakings in the island.
For future negotiation, we understand that we could plan better by first defining a sister city or island where a similar project has been undertaken. Identifying such an example would be helpful for highlighting the benefits of the project more clearly. When a specific example is selected then it would be easier to show to the island government how the benefits work out in reality. In not doing so, we believe we did not have research strategy adequately. We aimed at using theories, however using a more defined strategy could have helped better.
Secondly, in terms of the negotiation exercise, the use of the compromise approach felt inevitable because the island was indeed a environment space that was untouched. So pushing for economic motives felt almost greedy. However, in retrospective, the government did need money to maintain the environment and hence we could have toned up on the compormise approach and pushed more aggressively to make the sales.
A final lesson learnt is that in negotiations nothing is really fixed. Even when the negotiators have a plan and go in to complete a deal, there could be many number of things that could go wrong. The negotiator has to plan for contingencies accordingly.
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