Timber Company Case Study Silver

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3. Ask questions and pause: Throughout Silver 's negotiation process he stopped and asked questions, listened, and took all people 's opinion serious benefitting him during the implementation process. Silver worked with field and administrative staff who initially were resistant to the proposed change. "Silver worked hard to educate, persuade, and support the staff" (Dobel, 2012, p. 5). Through questioning and listening, Silver found out that for example the technical staff considered the relationship with professional peers working for large timber companies as the primary basis of loyalty and interest. Silver 's skill to ask question, to pause and to listen created the basis for success.
Another approach in an uncooperative situation is to
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These situations guided Silver towards the decision of either compromising, collaborating, or standing firm. Once Silver encountered any of the hard bargaining situation, he used the approach of being firm or compromising rather seeking collaboration. Silver dealt with deliberate deception such as dubious intentions and positional pressure tactics. Calculated delay was used by few disaffected timber companies. They betrayed their initial commitments given in the field committee meetings by an attempt to defeat the program through a prolonged deadlock at headquarters. Silver encountered a second positional pressure tactic -- the refusal to negotiate -- during the implementation process in the field office. Silver consequently transferred the District 1 manager and few other staff in order to successfully implement the policy. Silver also encouraged mobilizations of affected parties during times of when headquarters refused to negotiate. For example, initially the Director did not approve of the proposed regulations. Silver successfully initiated mobilization, neutralized the Director 's refusal that lead to the approval of the policy. Later, the Director ordered Silver to go against law and policy by supporting Thompson Timber request of refusal to grant right-of-way access. Silver attempted to neutralize the order by "mobilization of counter pressures in the field" (Dobel, 2012, p. 7). …show more content…
Fisher and Ury talk about the Best Alternative To a Negotiated Agreement (BATNA) (2012). The authors explain that "[t]he reason you negotiate is to produce something better than the results you can obtain without negotiation. What are those results? What is that alternative? What is your BATNA -- your Best Alternative To a Negotiated Agreement? That is the standard against which any proposed agreement should be measured" (Fisher & Ury, 2012, p. 102). Using this concept in analyzing Silver 's decision to resign and accept an overseas position, the negotiator -- in this case Silver -- needs to be clear about the feasibility of different alternatives. How would Silver 's position be affected if he either accepts or refuses the order of complying with Thompson Timber request? Would there be a possibility of being fired for insubordination? How would this affect his reputation and how would be conceived by staff, affected parties, and the community? How did Silver himself see the situation, did he really want to continue working in the District 1 office or was his goal to implement the policy and then move on to something new? Neither would have been easy for Silver -- to walk away or to accept the order. In addition to going against his duties as public servant implementing an unlawful rule, he would have gone against the principle of being hard on the problem. Accepting the overseas

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