What are the two possible results of allowing opposing negotiators to provide the offer to split any monetary differences with the government contracting officer?

  

“Split the Difference”Please respond to the following:Examine two (2) possible results of allowing opposing negotiators provide the offer to split any monetary differences with the government contracting officer. Provide specific examples of the results that you have examined to support your rationale.From the e-Activity, examine two (2) key benefits of using the vice technique in the negotiation process. Explain the process of allowing the opposing side to make an offer to, in the vernacular, split the difference in a negotiation where you want to sell for a lot more than the government is willing to spend. Provide specific examples of potential uses of this approach to support your response.Week 2 e-ActivityWatch the video titled, Secrets of Negotiating Roger Dawson (4m 41s). Be prepared to discuss. Video Source: NightingaleConant1. (2007, November 2). Secrets of Negotiating Roger Dawson [Video file]. Retrieved fromhttp://www.youtube.com/watch?v=E7pNOzQadE8This video can be viewed from within your online course shell.Week 2 VideoWatch Video
Contracting and Purchasing Negotiation
Techniques
BUS 340
Middle Negotiation Techniques
Topics
Handling the Person Who Has No
Authority to Decide
Asking for Reciprocal Concessions
The Split-the-Difference Approach
Handling Impasses
Handling the Person Who Has No Authority to Decide
Higher Authority
Representative
appeal to ego
get a commitment
Be up front
Asking for Reciprocal Concessions
Material value goes up while service value
drops
Dont make concessions
Your fees are set up-front
The Split-the-Difference Approach
Not 50-50
How about 75/25 or 80/20?
Let the other party make the offer
Concede if it is worth the price and terms
Handling Impasses
Impasse
Stalemate
Deadlock
PROPERTIES
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Summary
Handling the Person Who Has No
Authority to Decide
Asking for Reciprocal Concessions
The Split-the-Difference Approach
Handling Impasses

Introduction:
Negotiations are a crucial part of business deals, especially in government contracting, where the government has strict rules and regulations on how to procure goods and services. The negotiation process involves parties bargaining and making offers that can lead to a successful transaction. In this context, this paper will examine two potential outcomes of allowing opposing negotiators to provide an offer to split any monetary differences with the government contracting officer.

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Description:
In any negotiation, the main goal is to reach an agreement that benefits both parties involved. Allowing opposing negotiators to provide an offer to split any monetary differences with the government contracting officer is one way to find a middle ground in negotiations. However, this approach can result in two possible outcomes. The first consequence is that the government may end up paying more than they had initially wanted, while the second outcome is that the bidder for the project may get a lower fee than expected. For instance, a bidder may offer to split the difference on the proposed cost of implementing a new program for the government. The contractor can present a proposal of $100,000, and the government can offer $80,000. The contractor then offers to split the difference, and the government agrees to pay $90,000. Another example could be that a bidder proposes an amount of $100,000, and the government offers $70,000. The bidder offers to split the difference, and the government agrees to the $85,000.

Furthermore, the paper will examine two key benefits of using the split-the-difference approach in negotiations to sell products or services to the government. This approach allows the opposing side to make an offer to split the difference in a negotiation where the contractor wants to sell the product for more than what the government is willing to spend. It can lead to a successful negotiation, especially when both parties are flexible in their bargaining approach. For example, a vendor might be interested in selling a piece of equipment to the government for $100,000 when the government is looking to purchase the same equipment for $80,000. In this scenario, the vendor can offer to split the difference, and the government will pay $90,000 for the equipment. Overall, the split-the-difference approach can lead to a successful negotiation if both parties are willing to compromise to reach an agreement.

Objectives:

1. To understand the possible outcomes of allowing opposing negotiators to provide the offer to split any monetary differences with the government contracting officer.

2. To learn about the benefits of using the split-the-difference technique in the negotiation process.

Learning Outcomes:

1. Students will be able to describe the two possible results of allowing opposing negotiators to provide the offer to split any monetary differences with the government contracting officer, supported by specific examples.

2. Students will be able to explain the process of using the split-the-difference technique in a negotiation where one party wants to sell for a lot more than the other party is willing to spend.

3. Students will be able to identify two key benefits of using the split-the-difference technique in the negotiation process, supported by examples.

4. Students will be able to analyze a negotiation scenario and identify potential uses of the split-the-difference approach.

“Split the Difference”:

When negotiating with the government, it is often difficult to reach an agreement on price. One technique that can be used to overcome this obstacle is the split-the-difference approach. In this approach, one party makes an offer to split the difference between the two positions, and the other party either accepts or counters the offer.

Benefits of using the split-the-difference approach:

1. Quick resolution: The split-the-difference approach can lead to a speedy resolution of the negotiation since both parties are willing to compromise.

2. Improved relationships: By using this approach, the two parties can build a positive relationship and work together to find a solution.

Examples of using the split-the-difference approach:

1. A company is bidding on a government contracting job. The company wants to charge $100,000 for the job, but the government is only willing to pay $80,000. The company offers to split the difference with the government, and the government agrees to pay $90,000.

2. An employee wants a raise of $10,000, but their boss is only willing to offer $5,000. The employee offers to split the difference and accept a $7,500 raise.

In conclusion, the split-the-difference approach is a useful technique in negotiating with the government. It can lead to a quick resolution, improved relationships, and a mutually beneficial outcome.

Solution 1:

When allowing opposing negotiators to provide the offer to split any monetary differences with the government contracting officer, one possible result is that it can lead to a fair and mutually beneficial agreement. For example, if the government contracting officer is willing to spend $500,000 on a contract for a product or service, and the supplier is asking for $600,000, the supplier could provide an offer to split the difference at $550,000. This can be a win-win situation for both parties as the supplier gets more than the initial offer from the government and the government gets a lower cost than the supplier’s initial asking price. This approach can also help to build trust and rapport between the parties involved, making future negotiations smoother and easier.

Solution 2:

Another possible result of allowing opposing negotiators to provide the offer to split any monetary differences with the government contracting officer is that it can lead to the government getting a better deal than they initially expected. For instance, if the government contracting officer is only willing to spend $500,000 on a product or service, and the supplier is asking for $600,000, the supplier might provide an offer to split the difference at $550,000. However, the government contracting officer could counter with an even lower offer at $525,000, which the supplier might agree to in order to secure the contract. In this scenario, the government saves money and gets a better deal than they initially thought was possible. This approach can also help level the playing field for smaller businesses that may not have as much negotiating power as larger firms.

Regarding the vice technique, two key benefits include getting the opposing side to disclose their position and potentially lowering their expectations. The process involves asking the opposing side where they stand in terms of their offer, and then using that information to make a counteroffer that is more favorable to your position. For example, if a supplier initially asks for $600,000 for a product or service, the government contracting officer could use the vice technique to ask the supplier where they stand, and then make an offer of $400,000. This puts pressure on the supplier to either accept a much lower offer or adjust their expectations to a more realistic level. Another potential use of this approach is if a seller wants to sell a property for $1 million but the buyer is only willing to pay $800,000, the vice technique can be used to get the buyer to disclose their position, leading to a counteroffer that is more favorable to the seller.

Suggested Resources/Books:

1. “Getting to Yes: Negotiating Agreement Without Giving In” by Roger Fisher, William Ury, and Bruce Patton
2. “Difficult Conversations: How to Discuss What Matters Most” by Douglas Stone, Bruce Patton, and Sheila Heen
3. “Never Split the Difference: Negotiating As If Your Life Depended On It” by Chris Voss and Tahl Raz

Similar Asked Questions:

1. What are some other negotiation techniques that can be used besides split-the-difference approach?
2. How can you effectively handle impasses in a negotiation?
3. Is it better to negotiate directly with the decision-maker or with someone else in the organization?
4. When is it appropriate to make concessions in a negotiation?
5. How can cultural differences impact negotiations and what strategies can be used to overcome these barriers?

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