Everything in life is negotiable…
Negotiation or the act of negotiation is an art form. Some would argue that life is nothing but black and white. I would then ask that person, when was the last time you noticed the range of colors around you.
Spring break is upon us, and the week will be spending time catching up and reading several new books on event management that just crossed my desk, trying to organize the event management curriculum. After break, we start in on the financial side of international meeting planning and then, negotiation.
Negotiation starts with research. You need to know the person, the company, or the destination that you are dealing with. You can’t go blindly into the negotiation room without understanding all the nuances and laws. You can’t design an event without knowing all of the stakeholders and their needs, their wants. Or you need to have the right team behind you to accomplish the goal.
Know yourself and your limitations. You can’t be an expert at everything.
Construct an extensive profile of your stakeholders, the country in which you will operate in order to ask the right questions.
Do not think that what you did in your home country in terms of negotiation will work in other countries. Keep an open mind, and do your research into the cultural norms of your host country.
Test those people you hire to aid you in the process. Don’t blindly trust any liaison and think that they are the right person for the job. Do background checks. Ask for past clients to gain testimonials.
Especially overseas. The legal maze is just as complicated, if not more so than at home. Again, know thy self and your limitations.
So I am considering bringing ethics into the debate as well as cultural intelligence.
There are ten ethical considerations in hospitality/tourism managers (from Jaszay and Dunk (2006) Ethical Decision Making in the Hospitality Industry, p2-3):
- Honesty: Hospitality managers are honest and truthful. They do not mislead or deceive others by misrepresentations.
- Integrity: Hospitality managers demonstrate the courage of their convictions by doing what they know is right even when there is pressure to do otherwise
- Trustworthiness: Hospitality managers are trustworthy and candid in applying information and in correcting misapprehensions of fact. They do not create justifications for escaping their promises and commitments.
- Loyalty: Hospitality managers demonstrate loyalty to their companies in devotion to duty, and loyalty to colleagues by friendship in adversity. They avoid conflicts of interest; don not use or disclose confidential information; and should they accept other employment they respect the proprietary information of their former employer.
- Fairness: Hospitality managers are fair and equitable in all dealings; they do not arbitrarily abuse power; nor take undue advantage of another’s mistakes or difficulties. They treat all individuals with equality, with tolerance and acceptance of diversity, and with an open mind.
- Concern and respect for others: Hospitality managers are concerned, respectful, compassionate, and kind. They are sensitive to the personal concerns of their colleagues and live the Golden Rule. They respect the rights and interests of all those who have a stake in their decisions.
- Commitment to Excellence: Hospitality managers pursue excellence in performing their duties and are willing to put more into their job than they can get out of it.
- Leadership: Hospitality managers are conscious of the responsibility and opportunities of their position of leadership. They realize that the best way to instill ethical principles and ethical awareness in their organizations is by example. They walk their talk!
- Reputation and Morale: Hospitality managers seek to protect and build the company’s reputation and the morale of its employees by engaging in conduct that builds respect. They also take whatever actions are necessary to correct or prevent inappropriate conduct of others.
- Accountability: Hospitality managers are personally accountable for the
ethical quality of their decisions, as well as those of their subordinates.
The question is how these 10 principles can be a launching pad for successful negotiations. Students need a foundation on which to start. Therefore, they will need an extensive understanding of their own self, and where they stand within these boundaries to effectively work with others. If there is commitment to these principles, then those students can progress successfully through the negotiation process.
Our department has designed five core values that complement and mirror these ten principles (Dictionary.com)
- Respect: a feeling of deep admiration for someone or something elicited by their abilities, qualities, or achievements.
- Diversity: the state of having people who are different races or who have different cultures in a group or organization
- Servant Leadership: Caring for people
- Integrity: the quality of being honest and having strong moral principles; moral uprightness
- Innovate: the act or process of introducing new ideas, devices, or methods
The last innovate extends those initial principles. That we must go further and farther in our efforts to understand. To gain a greater awareness about the whole process, and not just one aspect, one point. To gain a greater awareness of the world in which we operate in. You can’t develop a plan of action; be aware of potential problems without opening yourself up to learn, to broaden current skill set. To ask the right questions. Don’t make assumptions, especially when working in an international arena. You’ll fall short.