Banta Framework and Negotiations

Banta Framework and Negotiations
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Question 1
Effective negotiation is critical in informing decisions made by individuals and
organizations. An evaluation of Best Alternative to a Negotiated Agreement (BANTA) gives an
insight into the threshold to either accept or reject an offer. In the case of Elmtree house, whether
to accept or reject the offer given by Mr. Wilson should be guided by the following four steps of
the BANTA framework.
(i) Available alternatives
 To sell the Elmtree house.
 Not to sell the house.
(ii) Evaluation of the alternatives
When the management decides to sell the property, it will have the alternative to move to
a new location, giving it the ability to serve more clients. The buyer might not have been
aware of this. A challenge would arise when the sale is not enough to finance the relocation.
If the sale is not done, more clients would not be served, and the move would be difficult
(Lax & Sebenius, 1991). The house must look for other alternatives for raising money for the
move. There is, therefore, the cost involved.
(iii) Reservation
If selling the house, the governing board needs to determine the minimum selling price,
which depends on the disposable income, desires of the board, and other available
alternatives. Let the management consider the relocation cost and their desire to serve more
clients as they settle on the reservation price. Ask open-ended questions to get the client's
opinion about the price the client is willing to pay for the property. This gives room for the
buyer to give his free and thorough response. It, therefore, sets him in a position to put a
suggestion that the management can capitalize on in its favor. When the client is approached
with an interest that is genuine and respectful, the chance of getting favorable feedback is
high, which in turn may yield better returns for the management (Schaerer, 2020).
Question 2
To prepare me for effective negotiations between the Research and Development (R&D)
and Manufacturing and Marketing (M & M&M) of Frankman and Kurtz, I will e guided by the
following guidelines to approach the negotiations to bring working harmony among the various
departments.
I should know the strategies I am going to use. These should be clear and should be made
known by the senior management. It helps to clarify any ambiguities and ensure the negotiations
are carried out professionally. I should choose an appropriate style. Should I be ready to lose the
battle to win the war, or will I make a compromise and meet in the middle ground? Do I need to
continue with the stand-up to the very end? The style of the negotiation chosen should be able to
conform to the circumstances at hand.
I should also clearly identify whether to maximize the short or long-term value of work
establishment. Whatever the goals are will determine the extent and possible successes of the
negotiations. A SWOT analysis of the situation at hand would also be necessary.
I should let the negotiations be focused on the interest that provokes creativity and break
any stalemates by bringing re-alignment of issues to take care of the interests at hand. This I
should easily achieve by focusing the negotiation process on the available positions, set of
interests, or issues, especially when ideological differences make it particularly hard for amicable
agreements to be achieved (Sebenius, 1991).
I will also endeavor to acquire all the relevant information to enhance the power to make
better negotiation. I should strive to know all about the other parties in the negotiation process,
which should, in turn, work in my favor. Their salient interests and position become crucial for a
better negotiation process. A good negotiation process should leave you energized, rejuvenated,
and motivated (Leary et al., 2013).
References
Lax, D. A., & Sebenius, J. K. (1991). Negotiating through an Agent. Journal of Conflict
Resolution, 35(3), 474-493.
Leary, K., Pillemer, J., & Wheeler, M. (2013). Negotiating with emotion. Harvard business
review, 91(1), 2.
Schaerer, M., Schweinsberg, M., Thornley, N., & Swaab, R. I. (2020). Win-win in distributive
negotiations:The economic and relational benefits of strategic offer
framing. Journal of Experimental Social Psychology, 87, 103943.
Sebenius, J. K. (1991). Designing negotiations toward a new regime: The case of global
warming. International Security, 15(4), 110-148.

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Banta Framework and Negotiations

Department and Institution

Effective negotiation is critical in informing decisions made by individuals and

organizations. An evaluation of Best Alternative to a Negotiated Agreement (BANTA) gives an

the BANTA framework.

(i) Available alternatives

 To sell the Elmtree house.

 Not to sell the house.

(ii) Evaluation of the alternatives

move. There is, therefore, the cost involved.

conform to the circumstances at hand.

negotiations. A SWOT analysis of the situation at hand would also be necessary.

agreements to be achieved (Sebenius, 1991).

and motivated (Leary et al., 2013).

Lax, D. A., & Sebenius, J. K. (1991). Negotiating through an Agent. Journal of Conflict

negotiations:The economic and relational benefits of strategic offer

framing. Journal of Experimental Social Psychology, 87, 103943.

warming. International Security, 15(4), 110-148.

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