Metaphors in Management – Blend of Theory and Practice by Michal Chmielecki Lukasz Sulkowski
Author:Michal Chmielecki,Lukasz Sulkowski
Language: eng
Format: epub
Publisher: Peter Lang AG
7. Metaphor in negotiation
The metaphorical approach to organizational culture is used both in management studies and in management and consultancy practice around the world.444 In Poland, however, the concept of metaphors and the metaphorical method are not very popular among scholars, not to mention managers.445
Works addressing the issue of negotiation are very diverse in terms of scholarly sources, typical of their various disciplines and areas of academic interests. In other words, these works are amorphous. Most Polish publications are prescriptive – they have very little or even no descriptive value.446 The authors of these texts attempt to answer the question of how one should negotiate. Analyzing different approaches and directions of these studies, it is possible to point out many features common to all of them.
A paradigm as understood by philosopher Thomas Kuhn – author of The Structure of Scientific Revolutions, in which he put forward his theory of paradigms – is a collection of terms and theories which form the foundations of the given field of research. It could be said that a paradigm is a prism, through which we look at reality. It contains our major premises about reality and determines our research directions and trends. The paradigms presented in this chapter cover the basic cognitive assumptions which reflect the dominant ways of perceiving the process of negotiation. These approaches are often incommensurable or even contradictory. The above-mentioned paradigms also include the dominant assumptions concerning negotiations and the methods of their analysis.
Specialist literature offers many definitions of negotiation. Those mentioned in this chapter are the most well-known and popular, and have had a significant impact on scholarly research in the field under discussion. ← 126 | 127 →
Robert Fisher, William L. Ury, and Bruce Paton – authors of a book entitled Getting to Yes and founders of an important model of negotiation – define this term in the following way: “Negotiation is a basic means of getting what you want from others. It is back-and-forth communication designed to reach an agreement when you and the other side have some interests that are shared and others that are opposed” (xvii).
Negotiations are defined in a similar way by Roy J. Lewicki, David M. Saunders, and Bruce Barry, who state: “Negotiation is a process by which we attempt to influence others to help us achieve our needs while at the same time taking their needs into account” (v). In an earlier edition of the same book, Lewicki and Joseph Litterer define negotiation as:
the process of getting two people from the point where they have a problem or a conflict to the point where they have a solution or an agreement. Negotiation is a process of offer and counteroffer, of concession and compromise through which the parties reach a point that both understand is the best (for them) that can be achieved. While this process is the heart of negotiation, it cannot be understood and cannot be successfully carried out without a knowledge of how these other factors affect the process.447
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