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Cascade Manor
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Cascade Manor Planning and Strategy: Before a strategy could be developed for our future negotiation with the City of Bainbridge, the first task was identifying all of the relevant issues that would impact our negotiation with the City. My partner, the Vice President of Alki, had some project concerns that were different than the list that I had compiled. After discussing each of our concerns we compiled a list of issues that would need to be discussed with the City of Bainbridge. Our strategy was quite simple. Implementing it turned out to be the most difficult task. Knowing that we had five basic issues that we were concerned about, and the relative importance of each issue, our basic strategy was to perform a give-and-take negotiation where we would sacrifice the issues that were least important to maximize the profits on the bigger issues (height of building, real estate taxes, and open space). Our BATNA was ultimately reasoned to be zero. If we could negotiate a positive profit it would be in our best interest to conclude a deal. Even though we didn¡¦t have a strong BATNA, we did set an artificial limit that would guide us in our negotiation. The reason for setting an artificial BATNA was twofold: 1) having a defined limit would add a firmness to our communications and possibly make it harder for us to concede points quickly; and more importantly 2) it gave us a unified goal that would limit future conflict over what was an acceptable offer. Because our strategy was to try and produce an integrative solution that would require both sides to give-and-take, we decided that the first thing to do was to try and ascertain what were the City of Bainbridge¡¦s main concerns. When the meeting started we stated that we had not heard any comments from our last meeting, and was wondering were the City stood on the project.
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