How Much Do Wind Turbines Cost?

How much does a wind turbine cost can be answered. Wind turbines can be found to have many shapes and sizes. The cost of it can be indicated clearly as per the following paragraphs. The cost depends upon the project size, purchase agreement construction contracts, type of machines, and the projects location as well as other related factors.

How much does a wind turbine cost can be answered partially. Cost components for wind turbines which are distinct from commercial scale wind turbine as outlined above. The cost includes wind resource assessment, site analysis expenses, the freight of the turbine and its price, as well as tower, construction expenses, interconnection studies, utility system upgrades, protection, transformers, as well as metering equipment, operations, warranty, maintenance, repair, insurance, legal and consultation fees, etc.

Other factors which have an impact on your project economics are financing costs, the size of the project and applicability of taxes.

How Much Do Wind Turbines Cost?

How much does a wind turbine cost can be answered as under:

The cost of the commercial wind turbines varied from to million per MW of nameplate capacity installed. The same turbines 2 MW in size cost roughly .8 million installed capacity. These turbines undergo significant economies scale. Smaller farm or residential scale turbines cost less but they are more expensive when per kilowatt of energy producing capacity is applied on the rates.

This would indicate a 10 kilowatt machine might cost roughly around ,000. In this manner 100 kilowatts wind turbines would cost roughly ,800 to ,800 per kilowatt of capacity.

To conclude, how much does a wind turbine cost can be summarized by proper negotiation, considering engineering and other related factors and reducing over all cost incidence on the production process.

How Much Do Wind Turbines Cost?
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Negotiation Skills for Business

Every time we engage in conversation with another individual we are generally negotiating a view, discussion or action. Everyone has different filters from which they perceive the world or their surroundings. These filters are developed throughout one's life as they grow from a child to an adult. Some of the main influences that can develop one's filters are parents, friends, family, social environment, religion, school and experience. As these filters are molded every individual brings a different view point to a negotiation or business discussion. Understanding the angle or view of an individual with whom you are negotiating is key to laying the foundation to work towards a viable solution.

One of the more widely known methods of understanding human negotiation psychology is the Thomas-Kilman Conflict Mode Instrument, also known as the (TKI). This model asserts that an individual's behavior falls along two basic dimensions: assertiveness - the extent to which the individual attempts to satisfy his or her own concerns and cooperativeness - the extent to which the individual attempts to satisfy the other's person's concerns. This instrument then places an individual into five different style methods when it comes to dealing with conflict.

The first negotiation style is competing. Competing is an assertive and uncooperative, power-oriented style. Most individuals that fall into this category tend to pursue their own interests at the expense of other's using whatever methods they can to win the negotiation. The next style is collaborating. Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with other individuals to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals to find an alternative that meets both sets of concerns. Collaborating between two individuals can take the form of exploring a disagreement to learn from each other's insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to their conflict.

Negotiation Skills for Business

The next style is compromising. Compromising is generally right in the middle of the assertiveness and cooperativeness dimensions. When compromising, parties look to seek a mutually acceptable solution that can benefit all parties involved. Compromising might mean splitting the difference, exchanging concessions, or seeking a common ground position. However, compromising can also mean that both parties are giving up something to meet on the middle ground and this is not always a positive.

Another type of style is avoiding. Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. The individual is generally side-stepping the true conflict at hand. They generally find ways to withdraw or postpone an issue to avoid a threatening or intense situation. The last style of the five mentioned in TKI model is accommodating. The accommodating style is generally unassertive and cooperative. Generally, an individual that has an accommodating style will neglect his or her own concerns to satisfy the concerns of others. An accommodating style will just accept the view or stance of others and does not try too hard to push their own objectives onto others.

Once an individual identifies what method of negotiation they often fall into, then they can begin to understand what some of their strengths and weaknesses may be during a negotiation. All the different styles or methods have different strengths and weaknesses associated with them.

Competing can be valuable at times when a decisive action is needed and that individual is not afraid to take control of the situation and make an immediate decision. However, some of the negatives of this style are that a lot of the competing individuals always fight for influence and respect. They may not even have the best solution or not know the answer but often push their opinion on others and act more confident that they feel. This style or method can also cause those around you to inquire less about information or opinions and everyone will be less likely to learn from the negotiation or conflicts.

Collaborating seems to be one of the more effective negotiation methods. The main strength of the collaborative style is that they generally find integrative solutions and adhere to the concerns of both parties because they understand that some items may be too important to compromise. This style can also be very good at merging insights from a variety of people with very different perspectives on an issue or problem. This method can also be viewed as a style that still is able to accomplish all their objectives without rolling over the other parties involved. They are able to gain commitment by incorporating everyone's concerns into a consensual decision.

The weaknesses in this style are fairly limited. However, every negotiation or conflict is different so there will always be times when one method will be better suited for that negotiation. The weakness in always collaborating during a negotiation is that it can take a lot of time and effort. There may be situations where you do not have the luxury of time and effort. Some negotiations don't require advanced solutions or the time it can take to understand the ultimate goals and viewpoint of every individual involved in the negotiation.

Everyone has heard the old saying that it is always best to compromise. However, when truly analyzing this method more in depth that may not always be the case. In a compromise all parties involved are giving up something to help the other achieve their goal. Even in a compromise where the results are considered to be Pareto optimal, individuals would still have to give up some of their ultimate goal to have all the others achieve the optimal position for all parties involved. This style can also lead some to unintended costly compromises of principles, values, long-term objectives, or company welfare. The main benefit of this style as many are aware is that it often satisfies the needs of all parties involved in the negotiation. It can also be a good way to achieve a quick resolution to a complex issue.

Avoiding generally has more of a negative connotation to it than some of the other negotiation styles. However, there can be at times, some advantages to the avoidance method of conflict. This can be a viable way to solve a conflict or negotiation if the potential costs of confronting a conflict outweigh the benefits of its resolution. It can also be used if an issue is not important enough to address and time will be wasted if the negotiation about the issue even begins to ensue.

Last but not least in the methods of negotiating is accommodating. Accommodating can often help a negotiation in the future because if one accommodates to others' needs initially they may be viewed very favorable right away by the others involved. Accommodators are also good at reading situations and can realize when they are wrong. They often can allow better positions or decisions to be considered, able to learn from others and demonstrate that they are caring and reasonable to others needs. However, if one is always accommodating then they may be sacrificing many of their beliefs or ultimate goals just to appease the other parties involved.

After one begins to understand the method or style he or she may fall into then it is time to understand the some of the steps needed to reach an agreement. The first step is to understand everyone's goals or objectives. After one is able to understand the other parties motives than they can begin to understand the needs of each individual and starting negotiating towards a common ground. A key in beginning to uncover an individual's needs and form a common ground is to start to ask some open ended questions.

After gaining a strong understanding of the other parties needs then we can begin to understand how closely their needs fall in line with our objectives. In a lot of situations you can start by gaining agreement on a collaborative effort to solve the problem and fulfilling each party's needs. Then once trust has been established and the other party understands that you are not only searching to obtain your own objectives but also helping them to reach theirs it will become easier to negotiate more of the greater details.

The next step after understanding the other party's needs and working towards a common ground is to start surveying the options available to you. An option can be a possible agreement or part of an agreement that can satisfy either party's objectives. By beginning to explore different options both parties will be able to see different solutions to the problem coming to the table. When you create different options you are create value to the negotiation and building blocks to move the negotiation further down the continuum.

Most of the best negotiations are those in which a number of options have been explored. The first resolution to a conflict is not always accepted and not necessarily the best option for all parties involved. The more options that are generated, the greater the chance that one of them will mutually and effectively satisfy the differing needs of all parties involved. Often, by understanding each other's needs, one can begin to formulate some possible ways to execute a strategy that better solutions and give you some more creative bargaining power.

The key behind developing options in a negotiation is to take organized approach at understanding each parties needs and creating a range of options that can fulfill most of them. To do this one must always come to a negotiation with an open mind. If you do not try to understand the other individual's viewpoints then you will never be effectively working towards a strategy that will fulfill both of your goals. The more options you begin to create, the more room or leverage you will have in that negotiation. To create these options you have to continually remind yourself of the needs and common grounds of the other party and also remember to take into account differences in perception or the filters that were mentioned in the beginning of this paper.

The next items to understand in creating options are timing and risk. Some individuals enjoy the rush of risk and have to make tough decisions in a limited amount of time while others cannot stand the idea of it. Everyone has a different tolerance for risk and they are also different on the speed in which they operate, take action and make decisions. When dealing with any of these scenarios in a negotiation the best action is to try and accommodate the timing involved in the decisions that have to be made.

According to Roger Fisher and Danny Ertel, authors of Getting Ready to Negotiate, when people have several of something, they value the last one somewhat less than those that came before. Fisher and Ertel also state that differences in the marginal value to each party, of some of the goods under negotiation, can create opportunities to improve the overall value they each receive. There is no guarantee that these value creating trade-offs will work in every negotiation. However, if one strives to create good options, prepare in advance, and carefully consider opportunities that create value, then possibilities will become available.

As described by William Ury in his book, Getting Past No, an independent standard is a measuring stick that allows us to decide what a fair solution is. Some common standards include: market value, fair and equal treatment, laws, precedents that have been established in the past. Standards can be utilized when one begins to work or negotiate with a new customer. By establishing certain standards it can help to form the common ground in the negotiation that was mentioned earlier in the paper. Without setting standards the negotiation can have no boundaries and will only make it more difficult to come to a viable solution.

Negotiations always differ in complexity and content. Understanding the different style or methods used by different individuals will help to identify their needs and wants. After understanding the needs and wants it is then time to form the common ground. Once common ground is established in the negotiation then it is time to present the options that will help all parties involved achieve their most viable solutions. Keeping an open mind and always trying to understand the argument from the other individuals' viewpoint will always help achieve the main objectives in a negotiation. A good quote by John Lubbock encompasses a lot about negotiations, "what we see depends mainly on what we look for." By keeping an open mind during any negotiation one may be able to find new possibilities that he or she did not even know existed.

Negotiation Skills for Business
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Works Cited

Roger Fisher and Danny Ertel. Getting Ready to Negotiate. Penguin Books. 1995.
K. Thomas and R. Killman, The Conflict Mode Instrument. (Tuxedo Park, NY: XICOM, 1974). Negotiation 6th Edition. Roy J Lewicki, David M. Saunders, Bruce Barry.
Ury, William. Getting past No. Bantam Books. 1993.

This article was written by Jeff Shjarback.
http://www.tradestock.net

The Art of Business Negotiation

Negotiation is one aspect of business which the vast majority of people dread. The very idea of trying to negotiate a price or position, to reach a business agreement, close a deal, or agree a contract strikes fear into otherwise very successful people. Yet, often, this fear is based on several misunderstandings as far as the art of negotiating is concerned. So many people wish good luck to those who are about to start negotiations - yet luck is the very last thing which should be entering into the fray. Luck has little or nothing to do with negotiating - preparation and the understanding of what negotiating is all about are the skills or attributes necessary.

One of the first common assumptions people make is that when it comes to negotiating a price or contract, there is always a winner and a loser, or at least, a runner up. To suggest that negotiating is in some way a competition between two sides, with one side coming out on top, beating the other side, is ridiculous. Unfortunately, if you enter into a negotiation discussion with someone with this idea in your head, the chances are you will lose out, possibly losing the client into the bargain.

Negotiating is rather more similar to the word discussion than the word competition, and if you understand this, you will already be in a more powerful position. Any successful deal will not result in one winner, but two. For a negotiation to be considered successful, both sides should be able to walk away satisfied that they have a good deal. Anything less than this and clearly something has gone wrong - very often as a result of one side being under-prepared or taking assumptions into the discussion which prejudiced them against pursuing all possible options.

The Art of Business Negotiation

Considering all possible options is another aspect of negotiating which must be borne in mind. The trouble with many people is that they seem to assume that any negotiating will center on price. So many business people see dollar signs in front of their faces, and see any negotiation focussing on the price of the contract, deal, service or product. The truth is that there are many other possibilities, and it is in preparing for the discussion properly that these advantages will portray themselves.

For example, what else can you as a business offer which will make any possible deal seem better? If your price is fair, but higher than the client would like to pay, there may well be other factors that you can bring into the discussion to make the price seem more appealing.

For example, is the client in a hurry, and can you manage to deliver within a tight timeframe? This advantage may well make little difference to you, but could make all the difference in the world to the client, helping you to clinch the deal without moving on price. In this way, the client is happy because they will be able to get the delivery much sooner than they might have expected, whilst you are happy because you got a good price.

There are other aspects which might be brought in to a discussion as well, such as on-site support, on-going support, updating, related products or services - the more you know about your client and their needs, the more you can consider bringing other options in to the negotiation other than price. Remember - price is only one aspect, and the client may well not even be aware of other related services and options which you can provide.

Another assumption many people make is to believe that people can be divided into two camps - those who are born negotiators and those who couldn't negotiate their way out of a paper bag. This is also quite untrue. Certainly negotiating is a skill, and like any skill, it needs to be practiced and developed and learnt before you'll become really proficient. However, at the same time, you can't learn or improve if you never try.

It's like learning to ride a bike. Almost anyone can do it, but you have to expect a few falls and a few near misses to start with - but you'll soon pick it up, and discover that it needn't be anywhere near as terrifying or difficult as you once thought. As with riding the bike, it might seem terrifying and almost impossible to begin with, but eventually it becomes so easy and natural that it no longer becomes a challenge, and is merely a way of getting somewhere you want to go.

The essential key with any negotiation is to be well prepared, remembering not to view it as a competition, but as a discussion, with two winners, and more to play for than merely a dollar figure at the end.

The Art of Business Negotiation
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Conflict Resolution Strategies in the Workforce

Conflict in the work environment is inevitable. When two or more people have to work together and combine ideas, the doorway of conflict is ever open. The goal is to learn how to use conflict as a tool that can benefit the whole, rather than destroy it and the idea of concern. A team must have a common goal of success (Temme and Katzel, 1995). Several strategies have proven to be beneficial tools when resolving these destructive conflicts.

Conflict is defined as a disagreement or disharmony that occurs in groups when differences regarding ideas, methods, and members (Wisinski, 1993), are expressed. These differences, however, do not have to result in a negative outcome. Used properly, the group can become closer and more aware of each other's differences. With respect for one another, the group can combine ideas and be more successful in the end.

Administration is ultimately responsible for recognizing a conflict, instilling conflict resolution strategies, and for making sure these strategies are executed successfully. In order for a school administration for example, to achieve this goal, it needs to be aware of the types of conflict: constructive and deconstructive. Constructive conflict is beneficial to teams. This style focuses on the issue while continuing to keep respect for other teammates. Teammates will exhibit flexibility, supportiveness, and cooperation among each other. Commitment to success for the team is apparent. Deconstructive conflict, on the other hand, exhibits selfish behaviors of personal attacks, insults, and defensiveness. No flexibility is present within the team, and competition between the teammates is high. Avoidance of conflict is obvious (UOP, 2004)

Conflict Resolution Strategies in the Workforce

Many outside influences may cause or add to conflict. Limited resources (UOP, 2004) can cause stress between coworkers. If a teacher is worried about the lack of resources for his or her students, for example, he or she may demonstrate a high level of stress. This, in return, may influence any slight friction shared with other faculty. Differences in goals and objectives (UOP, 2004) cause tension between staff as well. For example, one teacher's focus may be on sports and recreational equipment, while another is more dedicated to academics and updated texts. This difference of goals for the students may cause extra tension and conflict between staff.
Miscommunication (UOP, 2004) may cause conflict between staff. Two teachers with the same goal may not explain their points clearly to one another. If messages are not clear, confrontation and conflict will more-than-likely be the outcome. Teachers who share different attitudes, values, and perceptions (UOP, 2004) open the door for conflict. Similar to teachers with differing goals, attitudes, goals, and perceptions that differ cause immense stress for the entire faculty and staff. Lastly, personality clashes (UOP, 2004) are probably the most common issue between a group, and possibly the most easily to overcome. If dealt with on a mature, adult mentality, personality differences should not influence one's work environment or the group's goals. Lack of training, lack of accountability, and favoritism by administration (First Line, 2007) can also cause conflict. Teachers and school other faculty need to keep the most important aspect of their work (the children) in focus. As adults, they are responsible for their own actions and behaviors.

The ability to recognize the type of conflict allows administration to direct the conflict accordingly with the goal of a positive outcome, rather than spiraling into destruction. After recognizing the type of conflict, management (or administration) can choose from three different resolution methods: the "4 R's" method, the A E I O U method, and the Negotiation method.

First, the "4 R's" method (UOP, 2004) stands for: Reason- The leader is responsible for finding out if the feelings concerning the conflict are expressed differently within the team. One must also pinpoint any personal situations present between the staff. Finally, the leader must clarify if the team is aware of her stand; Reaction- The leader is responsible to rate how the group is reacting to one another. One should determine if the conflict is constructive or destructive. Once determined, the leader is to decide if the conflict can be transformed into constructive conflict, if destructive originally; Results-Leaders now should explain the consequences of this conflict. The entire team, including the leader, needs to determine whether the conflict is serious enough to affect the goal or outcome; Resolution- Finally, the entire team is to discuss all possible methods that will assist in achieving a successful resolution, and which one is best. The "4 R's" method takes teams through a resolution process, step-by-step. This style assists in the evaluation of the situation, and gives assistance in redirecting the conflict to a positive outcome.

Second, the A E I O U model (Wisinski, 1993) stands for: A- Assume others "mean well; E- Express one's feelings; I- Identify what you would like to happen; O- Outcomes you expect are made clear to the group" (UOP, 2004); U- Understanding by the group is on a mature level. This model communicates one's concerns to the group clearly. Suggestions of alternative methods are expressed to the group in a non-confrontational manner. By keeping a calm attitude, the administration is telling the group that it wants the group to be successful.

Thirdly, the Negotiation method (UOP, 2004) focuses on a compromising attitude. Separating each person from the problem allows each teammate to focus on the group's interest rather than their personal positions. This technique creates opportunity for a variety of possible solutions to be reached. The leader is responsible to express the importance of an objective outlook when choosing a solution. Through the negotiating technique, everyone knows the problem, and the goal, and everyone is willing put his personal feelings aside to reach that mutual goal (Krivis, 2006).

Another type of strategy known as the NORMS method helps the administrator, or leader, stay objective while dealing with a conflict in the work environment. NORMS stands for (Huber, 2007): N-Not biased or personal interpretation; O-Observable, situation is seen and touched or experienced by staff; R-Reliable, two or more people agree on what took place; M-Measurable, parameters of conflict can be distinguished and measured; S-Specifics are not subjective, but objective and non-confrontational. By following the NORMS, one can observe the situation with an objective outlook. Therefore, he or she can assist the team with the conflict with the proper focus of bringing the team together and resolving the conflict as well as benefiting from the experience.
Each method promotes a friendly environment that welcomes different ideas. The differences can ultimately benefit the whole group as well as the project or situation at hand. Temme and Katzel state, "For a teambuilding effort to work... management must be sincere in its resolve to see to see the teambuilding process through." (Calling a team a team, 1995).

As an administrator, or leader, one is responsible to direct the team towards cohesion and compatibility. This goal can be achieved during a conflict by representing each team member equally, recognizing the problem, listening to each concern with an equal level of importance and respect. In order to reach an agreement and collaborative goal, each teammate, or employee, is to respect others for his or her different opinions and objectives, but keep an open mind as well. Conflicts can be beneficial to a team, as it brings new ideas and outlooks to the table. Clear communication and an open mind can turn a conflict into a benefit rather than a burden.

Conflict Resolution Strategies in the Workforce
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References

Petit, Ruth. (2007, August 20). A mix of teachers; [Chicago Edition], Chicago Tribune. Chicago, III, p. 18. Retrieved September 15, 2007, from ProQuest multiple database.

Huber, B. (July, 2007). Maintenance and Operations Conflicts. Rock Products, 110 (7), 16-16. Retrieved September 8, 2007, from Academic Search Premier database.

How does your team handle conflict?. (August, 2007). First Line, Retrieved September 9, 2007, from Business Source Complete database.

Krivis, Jeffrey. (2006, Autumn). Can we call a truce? Ten tips for negotiating workplace Conflicts. Employment Relations Today (Wiley), 33(3), 31-35. Retrieved September 15, 2007, from Business Source Complete database.

University of Phoenix. (2004). Learning Team Toolkit. Retrieved September 8, 2007, From http:/ecampus.phoenix.edu.

Wisinki, J. (1993). Resolving conflicts on the job. New York: American Management Association, pp. 27-31. Retrieved September 5, 2007, from UBSCOhost database.

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Effective Negotiation

INTRODUCTION

The whole cosmic economy is interactive phenomenon of animate and inanimate objects. In addition, the objects are interdependent on each other for growth and survival. Human beings are epitome of Divine Creative Activity. The interactive feature of mankind is vital aspect of Divine Scheme of Creation. A rational-moral human interaction quickens / softens evolution of individuals & groups. Mankind faces multiple challenges during varied interactions. The most complex, harmful, and frequent problem of interactive life is miscommunication. It creates mutual hatred and distrust among individuals / groups / nations and leads towards conspiracies, rivalries, and wars. The very basis of miscommunication are Perceptual Errors.Perceptual errors produce misconception among individuals / groups so that miscommunication is surfaced. Consequently, the people involved brake contacts with each other and opt long silence or confrontation or indifference. The unwanted situation can be solved through negotiation. Negotiation is helpful in every sphere of interactive life; it is used to bridge the gaps between husband and wife, parents and children, entrepreneurs and workers, business partners, political leaders, etc. In order to realize successful negotiation we must understand ins and outs of negotiation. Negotiation is the conflict management process of communication to make a compromise/better solution.The successful negotiation is called Effective Negotiation. Effective negotiation is knowledge based, manner driven, and wisdom led negotiation. It creates pragmatic and satisfactory solutions for each party.

PERCEPTUAL ERRORS

Effective Negotiation

Man is intelligent creation of Absolute Intelligence. The distinctive human trait, intellect or perceptual intelligence, make the human being supreme creation of universe. But, intellect can misjudge/misinterpret due to ignorance or lustful tendencies of human nature. Perceptual errors or intellectual mistakes lead to biases in information processing / final judgments. There may arise three types of perceptual errors in a communication process.

Generalization: -Small amount of information are used to draw universal conclusions, e.g., old people are conservative, this person is old so that is conservative, or a humble person is judged to be more honest than a scowling person, even there is no consistent relationship between conservativeness & age or courtesy and honesty. The multiple social rifts such as family rifts and neighborhood rifts are surfaced due to unscientific generalizations.

Projection: -It occurs when people ascribe to others the characteristics or feelings that they have, for instance, a person feels that he will be frustrated if he were in the other position, then he is likely to perceive that the other person is frustrated. People respond differently to similar situations so that projection of own feeling to other may be incorrect. The multiple political mis-communications are generally due to wrong projections.

Power: - Power is an important leverage during interactions; it gives edge to one party over the other. Power develops the perception that you have power and you can impose a verdict, the power-perception limits viable options or can make someone wrongdoer, because, power has germs of corruption-development - in Acton's words, 'Power tends to corrupt and absolute powers corrupts absolutely.' The major sources of power are - Information and Expertise, Control over resources, Location / Position in an organization. Power tactics should be used only as last resort. Ignoring temporal suitability of power tactics may create chaos in the environment; a chaotic situation has certain aftermath for the power user.

CHARACTERISTICS OF NEGOTIATION PROCESS

The prominent characteristics of a negotiation process are:

Interdependence: - In negotiation both parties need each other to arrive at some solution. This situation is called interdependence. Interdependence leads towards mutual adjustments during negotiation.

Mutual Adjustments: - Negotiating parties know that they can influence the other's outcome and the other can in turn, influence their outcome. This mutual adjustment continues through out the negotiating process. Mutual Adjustments persuade the negotiating parties towards flexibility and concessions.

Flexibility and Concession: - Flexibility and concession is necessary for a settlement. In order to arrive at some acceptable outcome, it is essential to know what we want and what we are prepared to give to get something. It sounds simple but most people enter negotiations without planning their desired outcomes and believe that it is a matter of power or tactics The lopsided approach may lead towards failure. It is noteworthy that a lenient approach on concessions may lead towards unfair demands while strict approach towards concessions may create angry environ. An optimal mix of perceptual intelligence, emotional intelligence, & intentional intelligence is invoked for honest/accurate flexibility and concessions. A negotiation generally encounters two dilemmas:

Dilemma of Honesty: -The dilemma is concerned how much of the truth is to tell to other party. On the one hand, telling the person everything about your situation may give that person the opportunity to take advantage of you. On the other hand, not telling the other person anything about your needs and desires may lead to a deadlock due to lack of information. A principle stand towards information sharing is extremely effective for successful negotiation. It is noteworthy that the forgery of information/emotions is uncovered ultimately. Dilemma of Trust: - The second dilemma is concerned with how much to believe of what the other party tells you. If you believe everything that the other party says, he/she may take advantage of you. If you believe nothing, there would be deadlock. The trust depends on many factors such as reputation of party, past experiences, and present circumstances. The principle, "truth is ever green" is very much relevant for successful negotiation; otherwise one has to speak countless lies to conceal one lie even then truth is exposed ultimately.

PATTERN OF NEGOTIATION PROCESS

There is no standard and scientific pattern of successful negotiation; however, a general outline can be prepared to start any negotiation.

Framing: -It is the conceptual platform by which the parties in a negotiation define the problem. For example, Kashmir issue between India and Pakistan can be negotiated on religious frame or on historical frame.

Goal Setting: -It gives foundation to negotiation. It is necessary for successful negotiation. Goal setting includes stating goals, setting goal priorities, identifying multi-goal packages.

Planning: -Effective planning requires hard work on number of steps, such as:

Defining Issues, (agenda) - Controlling the number and size of issues in the discussion, Desirability of the defined issues - Enhancing the desirability of the options and alternatives that each party presents to the other, Define Common interests / needs - Establishing a common ground on which the parties can find a basis for agreement on issues, Research - It includes consulting related stakeholders, gathering information, developing supporting arguments, and analyzing the party.

Developing Strategy: -Strategy is an intentional work-pattern to achieve some goals. It is based on good planning. Strategy formulation modal of effective negotiation identify four elements to formulate effective strategies:

Choice: - negotiation is voluntary, i.e., a matter of choice and the solution cannot be imposed. Constraints: - Negotiation outcomes are subject to some constraints. The modal suggests pragmatism over doctrine. Interdependence: - Parties motives are interdependent, Imperfect Information: - Parties have imperfect information about each others strengths / weaknesses.

TYPES OF NEGOTIATION

Distributive Negotiation

In win-lose / distributive bargaining parties seek their own maximum advantage through concealing information, misleading or using manipulative tactics. All these actions may lead towards bitterness or hostility. It is noteworthy that effective negotiation is an attempt to resolve a conflict with reason or without force. The second type of distributive bargaining is accommodative or lose-win strategy. One party is ready for some loss for the time being or in short run to achieve some long-run benefits.

Integrative Negotiation

It is win-win / cooperative negotiation. It allows both sides to achieve their goals. The multiple business links such as partnership and varied social linkages such as kinship are generally based on win-win approach, i.e., both parties get benefits from contact. The approach behind integrative negotiation is synergy, i.e., to expand/create possibilities so that benefits will be increased for all parties.

CONCLUDING REMARKS

Negotiation is extremely complex phenomena. It demands knowledge, wisdom, and courtesy to arrive at some acceptable outcome for the negotiating parties. The decision-making process in negotiation passes through four phases:

Orientation - In orientation phase, group members socialize, set up certain rules of communication, and agree on their reason for meeting.

Conflict - In the conflict phase, parties begin to discuss their positions on the problem, the environment is filled with arguments / confrontation / war of words.

Emergence - In the emergence phase, members arrive at some acceptable solution and put aside the differences and objections because they are convinced.

Reinforcement - In the reinforced phase, group feelings are rebuilt, outcomes of negotiation are summarized for each party, and solution is implemented in a way to block future conflicts.

The negotiating parties come up with three solutions - win-win, win-lose, and lose-win. The principle behind the win-win strategy is that the parties in conflict can better solve their problem by working together than by waging war. The principle behind the win-lose strategy is that the parties in conflict can reap more benefits by manipulating the situation than by developing consensus. The decision about manipulation should be based on pure reason subject to certain moral values. Otherwise, it would be harmful for manipulator. The principle behind the lose-win or accommodative strategy is that the one party in conflict can reap more benefits in the long run by accommodating the other party in the short run. The decision about accommodative bargain should be based on pure reason subject to certain scientific evaluation; otherwise, it may be harmful for the accommodating party.

Effective Negotiation
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Muhammad Ilyas
CEO
SMCSE

Negotiation Success is in the Planning

The drama and theatrics one sees during conflict and confrontations easily leads one to believe that negotiation success lies in persuasiveness, eloquence, and clever maneuvering. What good court room drama would be without these critical factors for entertainment? While these elements may be the enjoyable part for some negotiators, and certainly are the entertaining portions for observers, they are not the keys to negotiation success.

This next quote was so important in "Essentials of Negotiation" by Lewicki, Saunders, Barry, and Minton that the authors italicized it. I point this out because I want you to pay attention to this closely, "The foundation for success in negotiation is not in the game playing or the dramatics. The dominant force for success in negotiation is in the planning that takes place prior to the dialogue." Yes, the tactics used during negotiations are important, and success is also influenced by how you react to the other side and implement your own negotiation strategy. However, the foundation for success is preparation.

There are many ways one can prepare for negotiation, and no one way will be perfect for everyone. By sharing different strategies, I hope you can absorb what is useful for your negotiation style and decide what planning steps are needed for the negotiations you partake in.

Negotiation Success is in the Planning

In the "Essentials of Negotiation" the authors set forth ten areas to focus on during effective planning for both distributive and integrative negotiations. I want to briefly share and comment on the ten areas for you to consider:

1. Defining the Issues. Analyze the overall situation and define the issues to be discussed. The more detailed, the better.

2. Assembling the Issues and Defining the Bargaining Mix. Assemble the issues that have been defined into a comprehensive list. The combination of lists from each side of the negotiation determines the bargaining mix. Large bargaining mixes allow for many possible components and arrangements for settlement. However, large bargaining mixes can also lengthen negotiations because of the many possible combinations to consider. Therefore, the issues must be prioritized.

3. Defining Your Interests. After you have defined the issues, you should define the underlying interests and needs. Remember, positions are what a negotiator wants. Interests are why you want them. Asking "why" questions will help define interests.

4. Knowing Your Limits and Alternatives. Limits are the point where you stop the negotiation rather than continue. Settlements beyond this point are not acceptable. You need to know your walkaway point. Alternatives are other deals you could achieve and still meet your needs. The better alternatives you have, the more power you have during negotiations.

5. Setting Targets and Openings. The target point is where you realistically expect to achieve a settlement. You can determine your target by asking what outcome you would be comfortable with, or at what point would you be satisfied. The opening bid or asking price usually represents the best deal you can hope to achieve. One must be cautious in inflating opening bids to the point where they become self-defeating because they are too unrealistic.

6. Assessing My Constituents. When negotiating in a professional context, there are most likely many constituents to the negotiation. Things to consider include the direct actors, the opposite actors, indirect actors, interested observers, and environmental factors.

7. Analyzing the Other Party. Meeting with the other side allows you to learn what issues are important to them. Things to consider include their current resources, interests, and needs. In addition, consider their objectives, alternatives, negotiation style, authority, and likely strategy and tactics.

8. What Strategy Do I want to Pursue? Most likely you are always determining your strategy, and have been all along the planning stages. However, remember not to confuse strategy with tactics. Determine if your engagement strategy will be Competition (Distributive Bargaining), Collaboration (Integrative Negotiation), or Accommodative Negotiation.

9. How Will I Present the Issues to the Other Party? You should present your case clearly and provide ample supporting facts and arguments. You will also want to refute the other party's arguments with your own counterarguments. There are many ways to do this, and during your preparation you should determine how best to present your issues.

10. What Protocol Needs to Be Followed in This Negotiation? The elements of protocol or process that should be considered include the agenda, the location of the negotiation, the time period of negotiation, other parties who may be involved in the negotiation, what might be done if the negotiation fails, and how will the parties keep track of what is agreed to? In most cases, it is best to discuss the procedural issues before the major substantive issues are raised.

There are many different planning templates. Each emphasizes different elements in different sequences. These ten areas represent what the authors of "Essentials of Negotiation" believe to be the most important steps in the planning process. There is more to each of these areas than I had space to describe in this column. However, if you consider each of these ten areas during your planning, you will be well prepared for the challenges you will face during negotiations.

Negotiation Success is in the Planning
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Alain Burrese, J.D. is a mediator/attorney with Bennett Law Office P.C. and an author/speaker through his own company Burrese Enterprises Inc. He writes and speaks about a variety of topics focusing on the business areas of negotiation and success principles as well as self-defense and safety topics. He is the author of Hard-Won Wisdom From the School of Hard Knocks, several instructional dvds, and numerous articles. You can find out more about Alain Burrese at his websites http://www.burrese.com or http://www.bennettlawofficepc.com

Negotiation - Tactics, Tricks And Threats

Most successful negotiators recognise that the way people involved in negotiations behave does not always reflect their true feelings or intentions. We are going to look at negotiating tactics that may be used by you or on you. Whether or not you choose to use these tactics, it is vital to understand:

o Tactics work

o They can be being used on you, and can be used by you

Negotiation - Tactics, Tricks And Threats

o Once they are recognised as tactics, their effects are reduced, or eliminated

You may feel that there is no need in your particular case to negotiate or resort to tactics. in negotiation. This is a matter of personal choice.

In general, tactics are used to gain a short-term advantage during the negotiation and are designed to lower your expectations of reaching a successful conclusion.

There are many tactics available to negotiators. Here are some you may recognise.

Pre-Conditioning:

This can begin before you even get together, or start your negotiations with the other party. Let us take a sales example:

You telephone for the appointment and the other side says, aggressively:

"Don't bother coming if you are going to tell me about price increases. You'll be wasting your time and I will be forced to speak to your competitors".

When you do arrive you are kept waiting in reception for half an hour, without being told why. As you walk through the door into the other person's office they indicate for you to sit down, but they don't look up. Instead, they sit leafing through your competitor's brochure, in silence, ignoring your efforts to make conversation.

You are given an uncomfortable low chair to sit in that happens to be directly in line with the sun shining into the office. At this stage, how confident do you feel?

The Monkey On The Back:

Some negotiators have the irritating habit of handing their problems to you so that they become your problems. This is the "monkey on their back" that they want you to carry around for them.

A classic example is the person who says, "I have only got £10,000 in my budget".

This is often used tactically to force a price reduction. Here is what you can do.

When one side says "I have only £10,000 in budget", look concerned and say something like:

"That is a problem. As you are no doubt aware, the cost of our systems can be anything up to £20,000 and I really want to help you choose the best system that meets your needs. Does that mean that if one of our systems has everything you are looking for, but costs £20,000, you would rather I didn't show it to you?"

The "monkey" has been returned and they have to make a choice. If the objection is genuine and the budget figure is correct, you must try to look for an alternative that meets your needs as well as theirs.

If they genuinely can only spend £10,000 that is not a tactic but the truth. In dealing with tactics the first decision you must make is whether it is a tactic or a genuine situation. If it is genuine, you have a problem to solve, rather than a tactic to overcome.

The Use Of Higher Authority:

This can be a most effective way to reduce pressure in the negotiation by introducing an unseen third party and can also be effective in bringing the negotiation to a close.

"I need to have this agreed by my Board of Directors." "If they agree to the terms we have discussed, do we have a deal?"

However, be careful to use this device sparingly so that the other side does not begin to feel you have no decision making authority yourself.

One way of countering this tactic is to say before the bargaining begins: "If this proposal meets your needs, is there any reason you would not give me your decision today?"

If the other side still wishes to resort to higher authority, appeal to their ego by saying: "Of course, they will go along with your recommendations, won't they? Will you be recommending this proposal?"

Nibbling:

Negotiations can be a tiring process. As the point draws near when an agreement is likely, both sides exhibit a psychological need to reach agreement and get on with something else.

You are very vulnerable as the other side reaches for their pen to sign the order form or contract, to concede items that don't significantly affect the final outcome. "Oh, by the way, this does include free delivery, doesn't it?" or "Oh, by the way, the price of the car does include a full tank of petrol?"

Nibbles work best when they are small and asked for at the right psychological moment. Like peanuts, eat enough of them and they get fattening.

Good negotiators will often keep back certain items on their want list until the very last minute when the other party is vulnerable. Watch out for this.

The Good Guy And The Bad Guy:

You may have come across this tactic before or else seen it used in films or on television. This is a tactic designed to soften you up in the negotiation.

For example, you are negotiating the renewal of your service contract with the Buying Director and his Finance Director. You present your proposal and the Buying Director suddenly gets angry and walks out in disgust muttering to himself about how unfair you have been and how the relationship is well and truly over.

You pick up your briefcase and are being shown the door when the Finance Director smiles at you sympathetically and says:

"I'm terribly sorry about that. He is under a lot of pressure. I would like to help you renew your contract, but he really will not consider the price you have suggested. Why don't I go and talk to him for you and see if we can agree a compromise? What is the bottom line on the contract? If you give me your very best price, I will see what I can do".

The best way of dealing with this tactic is to recognise the game that is being played and assess exactly what the quality of the relationship is. You may be able to say something like:

"Come off it, you are using good guy, bad guy. You are a superb negotiator, but let's sit down and discuss the proposal realistically".

If you don't have this kind of relationship, stand firm and insist on dealing with the bad guy, or else bluff yourself and give a figure that is within your acceptable range of alternatives.

One way of combining good guy, bad guy. with higher authority is by saying things like:

"Well, I'd love to do a deal with you on that basis, but my manager refuses to let me agree terms of this nature without referring back and he refuses to talk to salespeople. Give me your best price and I will see what I can do"

Body Language:

It is important in negotiation to react verbally and visually when offers are made. You may have seen the more theatrical negotiators hang their heads in despair or accuse you of being unfair and souring a perfectly good relationship when you present your proposal. Human nature is such that we can believe and accept these outbursts against us and our negotiating position becomes weaker as a result.

Ensure the next time you are in a negotiation that you react to the other party's offer. If you show no reaction, they may be tempted to ask for more and more and you will lose the initiative in the negotiation. Also, it is almost certain that their opening offer is higher than the figure for which they are prepared to settle, so it is important that you clearly signal your unwillingness to accept the opening position.

If you reach the point below which you will not go, it is important that you show this with your body language. News readers, when they have finished reading the news, have a habit of picking up their script and tidying up their papers. This tells the world that they have finished their task and are preparing to leave.

Similarly, when you make your final offer, it can be very powerful to collect your papers together and indicate with your body that it really is your final offer. Put your pen away, sit back in your chair and remain silent. Look concerned and keep quiet.

If your voice says final offer but your body is saying let's keep talking, the other party will disregard what you say and keep negotiating.

The Use Of Silence:

During the negotiation, you may make a proposal and find the other party remains silent. This can be very difficult to handle and often signals disapproval to the inexperienced negotiator. Just as nature abhors a vacuum, so silence induces the need in people to talk.

If you have a proposal to make, make it and ask the other side how he or she feels about it. Having asked the question, sit back and wait for the answer. Whatever you do; don't change your offer as this could seriously weaken your position.

The Vice:

A common technique used by negotiators when presented with a proposal is to say:

"You'll have to do better than that."

The most powerful way of dealing with this is to ask them to be more specific. Whatever you do, don't weaken your negotiating position in response to the vice by giving anything away, too easily. This will only encourage repeat behaviour.

The Power Of Legitimacy:

People believe what they see in writing. We all assume that if a thing is printed or written down, it is non-negotiable. This is what can make price lists so powerful. If you have to present a customer with a price increase or you wish to encourage an early order to beat a price increase, show something in writing such as an office memo from your boss announcing the increase. This will have a far greater impact than just saying your prices are about to go up.

When presented with a price tag in a shop, ask to speak to the manager and make him an offer. You could be surprised at the results.

And Finally -The Low Key Approach:

Don't appear too enthusiastic during negotiations. Over-enthusiasm can encourage skilled negotiators to review their strategy and demand more.

If you are in a negotiation and the other side is not responding to your proposal, recognise this could be a tactic and avoid giving concessions just to cheer them up. Salespeople like to be liked and will often give money away in a negotiation, if the other side appears unhappy.

For example, if you are buying a car avoid saying to the seller things like:

"This is exactly what I'm looking for. I really like the alloy wheels".

Develop a low-key approach. Say things like:

"Well, it may not be exactly what I'm looking for but I might be interested if the price is right".

Copyright © 2008 Jonathan Farrington. All rights reserved

Negotiation - Tactics, Tricks And Threats
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Jonathan Farrington is the CEO of Top Sales Associates and Chairman of The Sales Corporation - based in London and Paris. Jonathan's personal site The JF Consultancy, - www.jonathanfarrington.com - offers a superb range of unique and innovative sales solutions and you can also catch his daily blog at The JF Blogit - www.thejfblogit.co.uk

Writing an RFP (Request for Proposal)

A while back, a potential client provided me with some general details of the writing work he wanted me to do for his company. Then he asked me to send him a proposal.

Proposal?! I panicked as I tried to confirm with him what he meant by that since I had never done one before, at least not as a freelancer.

I must've not really wanted to pursue this opportunity since I didn't bother to do research or follow up with the company after submitting a contract instead of a proposal. A little time passed, I came across an article on writing RFPs (Request for Proposal). Ding! The light bulb went on. This guy verbally gave me his RFP and wanted a written response.

Writing an RFP (Request for Proposal)

When a company needs a project to be completed by a contractor or outside source, they write a RFP. This is a formal document describing the project, how the contract companies should respond, how the proposals will be reviewed, and contact information. Often, the company documents the submission guidelines to make it easier for them to compare responses. There are no specific standards or guidelines for creating the RFP, but government agencies usually strict standards they follow when conducting the proposal process.

Outside companies read the RFP and write a proposal (a bid) explaining how they can best provide and meet those needs. When writing the proposal, the company should closely follow the guidelines established in the RFP to avoid being removed from consideration for the potential project.

A typical proposal contains:

Executive summary - summary of the entire proposal Statement of need - why project is necessary Project description - How project will be implemented and evaluated Organization information Project schedule Budget Conclusion

My situation was an informal version of all this. The client gave me a high level overview of what I might do for him. If I knew then what I know now, I would've written up a description of the client's needs and how I would complete the work in meeting those needs.

Small businesses would likely do a proposal in between the one I got and the complex government required ones. Most small businesses will be prompted to write a proposal when approaching a client. The client may ask you to submit a proposal outlining what you can do for them. In this case, write a proposal including the elements of a typical proposal and keep it short and to the point especially if the client is not a large company.

There are examples of RFPs and responses peppered throughout the Web, but which one you can learn from depends on the type of work involved. A proposal can be two pages or as big as a book. Rely on your favorite search engine and do the research to create an unbeatable proposal.

Writing an RFP (Request for Proposal)
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Meryl K. Evans, Content Maven, is Editor-in-Chief of eNewsletter Journal and The Remediator Security Digest. She's a slave to a MarketingProfs weekly column and a Web design reference guide at InformIT. She is the author of the popular e-report, How to Start a Business Blog and Build Traffic. Visit her site at http://www.meryl.net/blog/ for free newsletters, articles, and tips.

Doing Business in China: Business Lunch, Gift Giving and Negotiation Etiquette

Business lunches and negotiations are obligatory events and nobody denies or calls it in question. What is always necessary to know? What are the basic requirements? At business lunches, seating follows a strict business protocol. That is to say, you cannot just come and take any seat you want. The rule is the following here: the most honorable guest or the head of the negotiations is likely to be seated facing the door. Furthermore, at a business lunch you should never get down to business right away.

That means that you should start with common questions and find common ground with the negotiations participants and then everyone will automatically pass into business talks after a while. During a business lunch, a toast is proposed, first of all by the host and only after that you propose your toast. It is very important to remember. Another rule is "the rule of both hands": always accept and take everything with both hands. That is important, polite and delicate. Now we will be talking about business cards where "the rule of both hands" will be also mentioned. That is what I briefly wanted to say about business lunches.

Gift giving

Doing Business in China: Business Lunch, Gift Giving and Negotiation Etiquette

Small gifts are always appreciated everywhere but in China there are certain rules which specify what kind of gifts may be given and what ones you should not give. These rules are described in a separate range of issues. One thing you always need to keep in mind is that you should not give a clock or a watch as a gift to the Chinese as it would signify the cutting of relationship. Moreover, do not expect your business partner to open your gift immediately for the Chinese never do it in anybody's presence. They are not in European habit of showing what is given them as a gift. Why is it so? Firstly, because a Chinese does not want to be an offense to your feelings and give you any reason to think that your gift is cheap. And secondly, a Chinese does not want to show his emotions as they are hidden. This is what I briefly wanted to say about gift giving.

Doing Business in China: Business Lunch, Gift Giving and Negotiation Etiquette
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If you are interested in business with China Company check this web-site to learn more about how doing business with China.

10 Guidelines For Effective Negotiation Skills

Never enter into any agreement or negotiation from a point of desperation. The moment you show how desperate you are, you disarm yourself of the bargaining power. The value of the transaction will be compromised by your appetite & apparent desire. Rather stand back, gather yourself & your thoughts & reschedule the talks. Often we place a price tag on goods based on our needs. No one desires to spend more than the real value of product or service. As african businessmen, politicians and the like we have missed the power of effective negotiation hence time, value and resources have gone to waste. Where we potentially could have reaped $millions, we have settled for a few $thousands which of course could pay a few bills and get an economy going. Question stands whether we adequately calculate and plan and prepare for negotiations, deals or agreements or we see the dotted line as the partying of the red sea, an imminent breakthrough and forget the fine print. I have watched with great interest how sudden bursts of joy at the signing of mergers between companies and political parties, even churches have turned into a series of mourning experiences as the dotted and signed document is activated. Before you can have the famous handshake to signal an agreement, consider your actions closely. Decisions you make at this point have long lasting effects on where your organization will be in the next foreseeable future. Realize that those who have entrusted you with the negotiations responsibility bank on you to make decisions in the best interest of the organization.

Here are a few negotiation guidelines

• Do some research and investigations on the other party before the meeting. Check trade references and outcomes of previous agreements the other party entered into. Use your checklist of non-negotiable to determine if you should proceed with negotiations. It may not be necessary to enter into any negotiation if the other party fails the "non-negotiable" test in advance.

10 Guidelines For Effective Negotiation Skills

• Prepare questions in advance which seek to get clarity on any clauses on documents you have previously received. Get your legal representative to look into and review contracts or agreements. Preparation entails anticipating questions and answering them before you engage. It entails presenting your best case and alternatives when called for hence it is important. There is nothing wrong in preparing for a stalemate position and how to break beyond it.

• Go into major meetings with a witness(es) or people who can help with discussion. This could be your Personal Assistant or senior Manager in your team. You may need someone who can give you hints and tips. Someone whom you can use eye contact with to determine whether you should proceed or not. Sometimes when you are alone negotiating with a panel you lose on the basis of numbers as you may have 5 active brains thinking ahead of you.

• Do not rush to make the decision - Always look at the negotiating party directly in the eye and avoid being bullied into making a decision here and now. The push must never be just to ensure the agreement is signed off without the parties taking ownership of the decisions they are making. Whenever there is a rush, it must flag within you that there could be something hidden in the agreement. Take your time. You don't have to sign instantly.

• Understand the time factor - There is always a time conducive enough for negotiations to take place. You will not negotiate effectively when you are in a hurry or when there is fatigue on either side of the negotiation table. Depending on how tense the negotiations can be, it is healthy to call for a "time out" so that you regain yourself.

• Avoid emotional bargaining - Separate your own emotions from the issue being negotiated on. When you become angry or over excited you lose your composure and negotiating power.

• Avoid attacking the person but look at the matter under negotiation - There is a tendency to address personalities at the expense of the matter under discussion or negotiation. While it is important to know the kind of person you are negotiating with, the issue on hand supersedes personalities.

• Pay attention to detail - In the event that you get documents in the meeting without prior reading, it is important to read the fine print or give a specialist within your team to scrutinize while you discuss. The fine print is usually the source of all problems in any negotiation.

• Be prepared for compromise - Before you get into a negotiation process, you should know both your best case and worst case scenarios, the benefits and demerits of each case. You should obviously start the negotiation by putting on the table your best case. As you bargain, a little bit of compromise is necessary but not to go below your worst case scenario. I have heard it said that "in a negotiation, both parties must leave feeling like they won some and lost some".

• Never make your desperation apparent to the other party - It is important to do a SWOT analysis of yourself and your team that you are going with. Once you know your strengths, you will not let someone with no deep knowledge of the current issue on the table lead the discussion. Do not expose the weaknesses you may have as the other party will ride on that making your proposal futile.

"Your ability to negotiate, communicate, influence and persuade others to do things is absolutely Indispensable to everything you accomplish in life"
Brian Tracy, American self-help author

10 Guidelines For Effective Negotiation Skills
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Rabison Shumba is a young African entrepreneur who has interests in Information and Communication Technology, Agriculture and Mining. He is also a motivational speaker, trainer and author. His book, The Greatness Manual and various online articles are tools for personal and professional development. Together with 100 other Career Experts, Rabison co-authored the 101 Great Ways to Enhance your Career. Rabison has a personal vision of impacting the lives of children in marginalized communities by creating platforms for career counsel and guidance, information empowerment and capacity building through the Greatness Factory Trust, where he currently holds the position of Chairman of the Board of Trustees and Acting Executive Director. He is actively involved in the organization of career enhancement and guidance colloquiums to propel and inspire both young and mature professionals to greatness. His areas of expertise include strategy, leadership, personal and professional development. Rabison is married to Jackie, and they have two daughters. They reside in Harare, Zimbabwe. http://www.greatnessmanual.com or http://www.lulu.com/spotlight/rshumba