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Constructing an all-inclusive value creation strategy

National Hockey League veteran player Trevor Linden was gearing up for another face-off. But this time, he was not wearing his skates and helmet: he was wearing a business suit. And, instead of walking onto the ice, clutching his hockey stick, he was walking into yet another union meeting, clutching his briefcase. The irony of the situation was not lost on Trevor: his toughest and most consequential of battles had not lasted three periods in a skating rink, but the months in negotiations with the National Hockey I vague. And now, as the "game" went into overtime, he was unsure which side would prevail. At issue was the negotiation of a new collective bargaining agreement (CM) be. tut-en the players, represented by the National Hockey League Players' Association (NHI.PA), and the team owners, represented by the National Hockey League (NHL). The CBA provided the basic framework for players' salary contracts, and was the key. stone for agreements on a wide array of issues, including salary arbitration. free agency, and guaranteed contracts. The CBA had been renegotiated many times before, but this time was different. The league, insistent on cutting casts and curtailing the growth of players.' salaries, was res-olute on two key issues: I) the introduction of a salary cap, which would establish a limit on player salaries, and 2) the linkage of salary to revenues, such that league-wide salaries would not exceed a fixed percentage of league-wide revenues. Meanwhile, the players adamantly opposed both proposals. Asa  result, this negotiation had been longer, more acrimonious, and less productive than any in 'be past. The previous CBA had expired on September 15, 2004. Since the two sides had failed to negotiate a new CBA by that date. NIIL Commissioner Gary Heitman locked out the players.• This meant that no hockey would be played, no revenues would be col-lected, and no salaries would be paid. This was no idle threat, and it was not taken idly. With the lockout in effect, 150 NHL players promptly joined European hockey clubs.' sports arenas began finding other sources of revenue, and the Canadian Broadcasting Corporation (CBC) replaced "Hockey  Night in Canada" with "Movie Night in Canada." Meanwhile, millions of hockey fans turned their attention to other professional sports. The start date for the 2004-2005 NHL season -October 13, 2004-- came, and went. 

The three main issues to concentrate on to write and present are:

  1. The barriers to negotiation
  2. The power moves
  3. Diagnosing and resolving problems of trust.

The case allows for a more comprenhensive and in-depth analysis of value-claaiming strategies, barriers to value creation and dispute resolution, and the tension between value-claiming and value creating.

Constructing an all-inclusive value creation strategy

Every head always yearns to create and develop an institution that doubles up as a huge business and as an inventory. Presenting commendable result on either of the two desires is never a walk in the park; it’s supremely an uphill task. The only way that has proved to ever help the figureheads to maneuver their way around the issue is through constructing an all-inclusive value creation strategy as the negotiation strategy. The value creation strategy lines up the business strategy with the investment strategy and financial strategy.   

The  parties tally that are involved can be crucial in shaping of possible outcomes of a dispute resolution;  beliefs, society , data, and tangible restrictions are also vital issues on expected possibilities. This was evident in the case study of the wide National Hockey League. This writing shall concentrate on a couple of scenarios to comprehensively show the various barriers limiting negotiation. The essay will further discuss ways of overcoming constraints set upon  by structural boundaries, barriers to negotiation, the power moves and Diagnosing and resolving problems of trust  as stated in the ‘’ Barriers and Guidelines to Successful Negotiation’’ (2016)

There exist various hindrances to negotiation. They are broadly grouped into structural, physiological and tactical impediments. Structural ones include those like Public nature of the conflict where if the dispute is so ugly in the face of the masses means more time and effort required to resolve it. The history of such a negotiation also plays a significant role in shaping the way that a negotiation can go where if a similar negotiation failed, the new one is bound to fail too. ("Strategies for Negotiating | Business Queensland")

In addition, the deadline which comes with pressure made negotiation even more difficult due to the onset of the new season. The problem of incentive where each owners wants to be patted on the back as a “sorry note” would have made the stalemate come to an end early not forgetting the hockey culture which seemed not so uniting because even the fans were not so bothered and instead switched sports to watching other matches.

Concerning physiological barriers, overconfidence by both the managers and even owners of the different teams meant that the disintegration could take longer than expected. Ego also which is known to bring emotions to negotiations jeopardizes the whole process. Loss too can worsen the situation for the owners that had earlier on lost feeling inferior in the reconciliation process thus making those who lost act differently during a negotiation. distractions from either sides and fairness may make negotiation difficult in cases where either owners may feel unfairly judged (Chandaega et l. ).

Issues affecting dispute resolution outcomes

The third category of barriers to negation is tactical one where like anchoring issue where  owners is forced to either take or leave an option thus worsening the situation. Also when a team concentrates so much on division, the likelihood of having a positive negotiation is almost nil.

Power moves are essentially carried out on principle of clamming additional value without creating additional one taking something or leaving it. Most people will mostly decide to talk when they are set to get something from their NHL more than the countering side depends on negotiating parties. The other owners, feeling to have no essence in conferring, stalls. ("Using Power in Negotiation")

The resistance of that nature is a section that is usually observed during negotiations. a fair hearing is  only adapted to a proposal when NHL group feels that there is value in what is being proposed and that the hockey fan's interests will be achieved without having to pay back anything. Hence, readiness to negotiate is an admission of mutual need. As a result, fostering the perception of mutual need is the fundamental aim of the immaterial negotiation.

Power moves bring those parties that are unwilling to get to converse by persuading the NHL that  negotiating is the only way  to being less vulnerable is by engaging and more  if they shy from conferring

The three basic power moves that can be applied include offering incentives for the happy outcome for the hockey fan; the counter owners has to appreciate the engagement although not visible that resulting from the sitting. (Williams)

Value creation may be seen as fundamental power moves in the cloud arbitration. An hockey fan cannot be abandoned it up to the other counter parts to come up with what might happen. One needs to produce  of their content of proposal open so as to have any impact on the cloud negotiation.  Influence and bargaining power disappears when values go missing hence clarity is of great importance.

Another thing is raising the costs of not conferring to curb the tendency of the other owners hesitating to make a decision. Evading a problem is always the easiest course especially When people get the feeling that the negotiation might produce the negative outcome for negotiating parties. Players avoid negotiation by making the meeting less attractive; hence, they need a push. With pressure exertion, players heighten damages incurred running  business  upto the time the other group feels things not going well and makes them consider getting down for conversation. If any client drags his feet on an agreement, they should be levied with a penalty (Craver and Charles, 2016).

Types of barriers to negotiation

Enlisting support where allies who are so vital resource in the cloud negotiation. Players can use others for purpose of creating and developing themselves. Players also might offer viable assistance for well wished intention from the conflicting sides. At least, the friend's presence helps the disputing owners; definitely gets their time and engagement thus making things going.

As much as the  power moves  fail to  be productive in settling the arbitration problems, the problems at hand are directly impacted .Climatic pre-negotiation groundwork,  agenda and format in which people as well as opinions are taken on which all the NHL owners’ receptivity is impacted.

The two major ways in which players can influence the negotiation process include taking agenda’s charge especially when arbitration’s results are vital as much as the owners are concerned. Instead of waiting for your NHL owners to reply, set the ball rolling. This proactive step can be done through organizing negotiation venue cemented by resources that is suitable for hockey fans ensuring the counterpart gets amble timing to go through agenda’s content. Alerting the counterpart about the topic of discussion and informing negotiating parties whether there are other things that need to be added on the agenda. (Reddy)

Changing the game by going against the norms and especially playing to the rivals plans, for example, the other owners which is used to avoid binding to an understanding using the excuse that they have to get buy-in from an absence of members suggest that all stakeholders be present at the meeting.

The Appreciative power moves  exert an immense impact  on countering side for the talks get rolling. Process moves is known to change fundamental regulations governing conference although talks may still falter. There might also be information breakdown, turning ugly, or simply halting as the sides concentrate on their hockey fan needs. ("Negotiate Anything: 3 'power' Moves")

The  understanding moves change the dynamics of the cloud consultation away from the average, on top of holding out a hidden encouragement. When bargainers confirm gratefulness for another’s undertakings, situation, or “face,” they foster open communication so that differences in needs and views can come to the surface without intimate discord. ("Using Power in Negotiations - Negotiate: Use Key Tactics for Success")

Appreciative moves include helping the other side to save face, retaining the dialogue going and appealing latest scenes.Help the other side to save appearance. An image is a concern for everyone. How moderators view to themselves and to others who value to negotiating parties often includes as much as the particulars of an agreement. If your proposal will cause significant dilemmas for the other side, it will not get very far. Think about the reasons for resistance and couch responses in ways that respond to those reasons.

Tactical barriers to negotiation

It is advisable to maintain an arbitration rolling since at times wrong timing can hinder superb start to negotiation. Insufficient resources or other hockey fans not being ready hinder conversation.  Having worthy reasons that can make NHL and the owners give consideration for taking on conversation. The fact that a settlement is considered does not necessarily mean that it has been scheduled for another time or date. Additional data will be developed by mere appreciation giving the owners, players and NHL and opportunity to come up with new ideas and modify original inclinations.

Requesting different angles reduces the danger of inclination that can cause stalement as well as bargainers getting engulfed attitudes. The approaching of new season for the hockey sport which is very important to the hockey fans, players and the owners, it’s imperative to only  see  importance it holds. Notwithstanding, breakdown of terms for the other owners, will mean nomination stalls. Hockey fans and NHL need to know the reason behind the owners dissatisfaction.

Be programmed in risking the embarrassment of getting to trust. Find a trusted partner Learn how trust works .Exercise irrational doubts with your trust partner. Face your guarantee opposition, misgivings, concerns and strained perceptions around trust as hockey fan take calculated risks. Learn from the process, rinse and repeat until the hockey fan can consciously trust and know how to extend trust well.

To conclude, negotiation holds more than just the concerns together with achieving resolutions. Cloud agreement, although frequently disregarded, actually is significant negotiation constituent. The question of if hockey fans use their position, being procedural,  for climatic cloud mediation is circumstantial based. The owners and NHL are uplifted by power move to see the importance of settling for talks. The means relocates to shape the intervention’s plan  so that hockey fan can be a more compelling advocate. Friendly moves include the other hockey fan by nourishing both credence and forthrightness in the cloud agreement. Employed independently or in the blend, technical moves by cloud arbitration can shape the consideration of if  hockey fan will attain an understanding.

"Barriers and Guidelines to Successful Negotiation." Management Study HQ, 17 Dec. 2016,

Chandaenga, Phennapha, and Jitprapat Saisopaa. "Negotiation Strategies of Myanmar Migrant Workers in the Sidhiphatra Cold Storage Factory, Songkhla Province." Sociology 7.7 (2017): 388-397.

Craver, Charles B. "Classic Negotiation Techniques." Idaho L. Rev. 52 (2016): 425.

Erlich, Sefi, Noam Hazon, and Sarit Kraus. "Negotiation Strategies for Agents with Ordinal Preferences." arXiv preprint arXiv:1805.00913 (2018).

Erlingsdóttir, Gudbjörg, and Cecilia Lindholm. "When patient empowerment encounters professional autonomy: The conflict and negotiation process of inscribing an eHealth service." Scandinavian journal of public administration 19.2 (2015): 27-48.

Han, B., X. Xie, and H. Yu. "A cross-cultural study of the effects of perspective taking and empathy on negotiation strategies." Annual Convention of the National Communication Association, NCA 2016. 2016.

Keizer, Simon, et al. "Evaluating persuasion strategies and deep reinforcement learning methods for negotiation dialogue agents." Proceedings of the 15th Conference of the European Chapter of the Association for Computational Linguistics: Volume 2, Short Papers. Vol. 2. 2017.

McCarthy, Alan, and Steve Hay. "Strategic Framework for Negotiation." Advanced Negotiation Techniques. Apress, Berkeley, CA, 2015. 143-148.

"Negotiate Anything: 3 'power' Moves." Business Management Daily, 15 Apr. 2010,

Reddy, Nirmala. "Successful Strategies For A Win-Win Negotiation." Forbes, 9 Apr. 2018,

---. "Successful Strategies For A Win-Win Negotiation." Forbes, 9 Apr. 2018,

"Six Successful Strategies for Negotiation." Vistage Research Center, 15 July 2016,

"Strategies for Negotiating | Business Queensland." Business Queensland, 21 2016,

Suki Design Studio. "Barriers to Effective Negotiation , Center for Study and Training in Business Negotiation." CEFNE,

"Using Power in Negotiation." The Master Negotiator & Body Language Expert,

"Using Power in Negotiations - Negotiate: Use Key Tactics for Success." Coursera,

Williams, Gregg. "Using Power in Negotiation." The Master Negotiator & Body Language Expert, 2018,

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