Abstract
This paper notes the aforementioned literature review that brought to light the correlation between military deployment and spousal abuse. This case study looks extensively at an abusive young private who has habitually acted violently towards his common-law spouse after returning home from deployment. The paper describes the situation, provides a tentative Best Alternative to a Negotiated Agreement (BATNA), and concludes by briefly detailing where the situation appears headed.

Tags:case, study, scenario

Abstract
This paper is a case study, which looks at an abusive young private, who habitually has acted violently towards his common-law spouse after returning home from deployment. The author describes the situation, provides a tentative "best alternative to a negotiated agreement" (BATNA) and concludes by briefly detailing where the situation appears headed.

From the Paper
"The Best Alternative to a Negotiated Settlement (BATNA) would seem to be one wherein Jim agrees to attend counseling sessions for his Post-Traumatic Stress Disorder while Ruth is enrolled in classes designed to help her with her drinking problem. As for the children, the parents should have alternating days where one of them is expected to "take the lead" in the household management; in the past, both parties agreed that this approach would keep each active in the rearing of their children while allowing each a respite of sorts from the burden of parenting."

Tags:young drinking, post-traumatic stress disorder, attention deficit disorder, joint counseling

Abstract
This paper reviews the intricacies of negotiating by looking at the four principles of the Harvard approach to negotiations. The paper examines the desirability of the Harvard principles versus the clear undesirability of some of the alternatives and looks also at the Best Alternative to a Negotiated Agreement (BATNA) because it offers a guideline for understanding what the real purpose of negotiating should be. In the final analysis, negotiating is never an easy task but it is one made infinitely simpler through thoughtfulness and flexibility.

From the Paper
" Negotiating is one of more important things people must learn how to do - and most of us do not do it very well at all. The following paper will review the four Harvard principles of negotiation and will also examine why this approach is preferable to other tactics frequently employed by "zero-sum" lawyers and obstinate clients. No less importantly, the paper reviews the common "sand traps" which thwart all-too-many negotiations and concludes with a review of the concept of Best Alternative to a Negotiated Agreement or BATNA. In the end, flexibility in negotiations beats inflexibility every time. To begin with, negotiation is something that can only find success if responsible, rational behavior trumps personal piques and/or personal dislikes. "

Tags:negotiating, principles, harvard

Abstract
This paper examines the various shifts in the market place today as the back-drop in which the the negotiations between Wal-Mart and Procter and Gamble took place. Both organizations operate at an international scale and must therefore be able to strongly negotiate their contracts. First, the paper takes a look at the two parties, a manufacturer and a retailer, and the existence of any past relationships between them. Then, the background to the negotiation is presented. The paper discusses the actual negotiation and its various stakeholders, followed by an analysis of the situation. Finally, the paper summarizes and critiques the negotiations as having taken far too long because of privacy concerns and not involving tertiary parties. Although the negotiations were oriented toward a win-win strategy, the use of mediators or business advisers who are trained professionals and understand and apply the notions of secrecy and confidentiality, would have significantly shorted the time.

Outline:
Introduction to Negotiation
Background on Wal-Mart and P&G and their Relationship
The Situation
Analysis of the Negotiation
Stakeholders
Value Creation and Claiming
Positions and BATNAs
Strategies and Tactics
Agents and Third Parties
Conclusions and Recommendations

From the Paper
"An important part of any negotiation is that of identifying the position taken by each of the involved parties. The specialized literature is rather elusive on this aspect of a negotiation process, suggesting that a position is more of an implied stand a party takes in resolving the conflict. It could be an extreme position, in which one party simply refuses to bargain - this is most common in position-based negotiation, where the strategy is win-lose (Watnik, 2003). Wal-Mart and P&G however implemented an interest-based negotiation, of a win-win strategy. They both took cooperative and realistic positions. Equality in the process was however not achieved, with Wal-Mart detaining the strongest position throughout the entire course of the discussions."

Tags:mediation, negotiations, mutual gain, retailer, manufactuer

Abstract
This paper gives an in-depth analysis and offers a proposal for ending grocery workers strike against three major chains in California in 2004. In addition, it covers the major areas of disagreement between employers and unions. It also examines the role of federal mediators who attempted to intervene in the situation, the hiring of temporary replacement workers, and other issues. Also discusses what an advisor might do in this situation.

From the Paper
"According to an article written by Antoinette Alexander and published by "Drug Store News" starting in late there was a strike by employees at three major California grocery store chains. At the height of the work stoppage more than union workers were idle and temporary replacement workers were being hired. At one point federal mediators were asked to intervene. The mediators did so with limited success. According to the mediators, the union and representatives of the supermarket chains, the biggest area of disagreement involved increasing the cost to..."

Tags:case study, negotiations, BATNA, strike, compromise, personalities, alternatives, mediation, workers

Abstract
This paper defines what is meant by negotiation. The author examines the concept of making negotiating a corporate asset rather than an action dependent on individual negotiators' skills. The paper concludes that additional training and learning to walk away from poor deals can result in better long-term relationships.

From the Paper
"Negotiation is a part of the business world just as it is part of the wider social world. Negotiation is part of the process by which an individual goes to work for a company it is part of the process by which suppliers are selected and it is part of the process by which companies and unions arrive at contracts. Negotiations can be formal such as in a bid process or informal such as determining, which employees take which days off for vacation. Negotiations can involve ..."

Tags:negotiation, BATNA

Abstract
The paper applies Fisher and Ury's four principles of negotiation to the U.S. - Iraq conflict. It identifies the issues facing each of the parties, and analyzes why they are unready for negotiations. The paper concludes with the hope that some third party, such as the United Nations, might be able to step in and resolve the crisis. Note: The paper was written while Saddam Hussein was still in power.

From the Paper
"The first step is to identify each party's interests. For the government of the United States, the interests are abundantly clear and have been repeatedly, positively stated: to protect the people and resources of America from a future terrorist attack. Allegations of "secret" interests - needing a new, cheap source of oil or the base desire to take revenge on the Arab world - have been just as abundant but are neither acknowledged by the government nor founded on any evidence, historical or otherwise; so until they are admitted or proven, they only serve as obstacles to negotiation. At this point in time, Iraq's primary interests exist as a response to America's positioning; the Iraqi government would like to survive in its current state and also to strengthen its economic and military situation."

Tags:BATNA, Saddam, Hussein, aggression, disarmament

Abstract
By 1945, as Hitler's Germany was coming to an end, the future of the European continent seemed uncertain. Soviet troops were just forty-five miles outside of Berlin, and the Allied troops were just about to cross the Rhine. The questioned remained: how would the war affect the balance of power and the political landscape in the years to come? On Feb 4, 1945, Winston Churchill, Joseph Stalin, and Franklin Roosevelt met to answer this very question at Yalta, a seaside Crimean resort on the coast of the Black Sea. While the conventional wisdom of modern historians is that Churchill and Roosevelt did not wield their collective power, this paper argues that it was Stalin who failed to realize the opportunities available to him and conceded too much. The paper shows that the negotiations can be viewed from a classic "Power-Interest-Rights" perspective. While Stalin negotiated from a position of power, FDR and Churchill negotiated from positions of rights and interests, respectively. It is the consensus of this paper that Stalin failed to use his dominant position of power, giving Churchill and FDR unnecessary concessions. The paper includes illustrations and tables.

Table of Contents:
Introduction to the Yalta Negotiations
Three Approaches to Resolving Differences
Three Allied Leaders
German Dismemberment
German Reparations
The Role of Post-War France
The Polish Question
The United Nations
Final Thoughts
The Negotiation Time Line
Value Creation Worksheet
Bibliography

From the Paper
"Roosevelt was, above all else, a consummate politician. In fact, he would not meet alone with Churchill to avoid fanning the flames of Stalin's paranoia. Few men could see more clearly their immediate objective; however, his long-term vision was impaired. In 1945, he was the leader of the strongest nation in the world. The U.S. suffered no bombing, no displacement of its population and no hardship compared to the British and Soviets. In addition, the U.S. had an enormous, well-trained military and had almost perfected the atomic bomb. Roosevelt was optimistic, upbeat and knew how to rally the country."

Tags:BATNA, Gromyko, Curzon, Lublin