Negotiations and Consensus

 

Summarize what we learned from the Debbie Drama case. Your paper should answer the following:
• What were some of the possible solutions?
• Explain what we mean about focusing on interests, not positions and why that is important in Negotiations.
• What were the interests of Debbie?
• What were the interests of Netflix?
• Was there anything you wished you would have prepared differently before the negotiation?
• What specific tools from the course did you practice in the negotiation?
• What did you learn from this negotiation and how will you apply it to the next case?
Your paper should identify specific links between your negotiation and the material in the texts.

2 to 3 pages

 

Negotiations and Consensus
Case 1: Entertainment Contract
Agent for Netflix

You have been hired by Netflix to help negotiate a deal for an actress to star in your new dramedy, about a former television star who wants to make a career comeback. One of the actresses being considered is Debbie Drama who once starred in a very popular medical drama in the late 1990s. At the peak of the series ratings, she decided to leave the successful show to try to become a major motion picture star. After a few unsuccessful romantic comedies that made no money for the studios, the offers started drying up. Tabloids reported that she was a diva and difficult to work with. After completing rehab in 2010, she seems to have found peace in her life and is happily married to her 4th husband, the CEO and founder of a major tech company. She enjoys promoting her 2 charities that she is very passionate about.

Ideally, you would like to find a person who can draw an audience of all ages, from millennials to baby boomers. This new series, if a success, can help your career as an entertainment agent and could lead to future lucrative deals with “A-List” celebrities. Your budget on the front end is limited, but if the series is successful, this can lead to future opportunities for the actress you hire, including a percentage of incremental Netflix subscriptions, as well as a higher fee for subsequent seasons. There is also a possibility that if the series is a success; a major motion picture can be made for theaters, like the successful “Sex and the City” franchise.

Key things to keep in mind:
1. Focus on interests, not positions
2. Separate the person from the problem
3. Find creative solutions for mutual gain
4. Use Objective criteria

Sample Solution

A consensus constructing method lets corporations attain an amazing settlement amongst applicable stakeholders and maximize viable profits for everyone. But ever given that U.S. popular Henry M. Robert posted Robert`s Rules of Order in 1876, corporations have trusted the precept of majority rule, measured with an easy yea or nay vote on the quit of the negotiation process. Majority rule appeals to our innate feel of equity and forestalls a vocal minority from overpowering the majority. But whilst negotiators realize they may grow to be both winners (withinside the majority) or losers (withinside the minority), they will neglect the cost of consensus constructing and looking for the fine viable final results for all parties.

l…debarred from all pleasant sights and sounds, and cut off from all earthly hope” is far crueler than it seems (Mill). This is seen in examples from Aaron Rodriguez to Mark Salling to Adolf Hitler. All of these people would rather commit suicide and die than be sentenced to life in prison. Thus, it can be argued that prison is “less severe indeed in appearance…but far more cruel in reality” (Mill).

Because of capital punishment’s appearance of severity, it serves as an effective deterrent for crime. Someone who is thinking of committing a horrible crime might not do so if he knows there is a possibility of death if he is caught. Some would argue that capital punishment does not deter crime, but Mill responds to this by asking, “Who is there who knows whom it has deterred?” to make the point that we cannot be certain how many people were or were not deterred from committing a crime because of the threat of the death penalty. Furthermore, he points out that the “influence of a punishment is not to be estimated by its effect on hardened criminals,” but rather the “impression it makes on those who are still innocent” (Mill). While it may seem that crime is not being deterred, the threat of capital punishment does influence people to not commit crimes. Imagine if there was no alarming threat of punishment for murder; certainly, there would be more murders. Capital punishment deters crime, which thus prevents unhappiness.

Mill also states that it is improbable “that the crime [of murder] was an exception to his general character rather than a consequence of it,” thus without punishment, nothing is stopping this person from committing the crime again. It is in their character to commit these heinous crimes. By executing criminals, they are being taken off of the streets, where they would commit more crimes. With fewer hardened criminals on the loose, there is less crime to be fearful of. Because the death penalty rids society of criminals that would inevitably commit more crimes, it thus reduces unhappiness.

To the critics that say that it is absurd to suppose “that we can teach respect for life by ourselves destroying it,” Mill responds by saying that the criminal justice system shows their respect for human life by being willing to take away the life of someone who violates that respect for someone else. Furthermore, he states that “it is not human life…that ought to be sacred to us, but human feelings” (Mill). Capital punishment does not hold the mere life of a human in the highest regard, but instead values the “human capacity of suffering” (Mill). From a utilitarian point of view, the punishment itself must not bring more suffering than necessary. In other words, the punishment must fit the crime. According to Mill, it does. The death penalty deters suffering by inflicting suffering, just as any other punishment for any other crime does.

Mill concedes that there is a possibility for failure in the system whe

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