Negotiation is a vital management tool when managing projects, as it involves the process of

bringing together the various interests of different parties so that they can work together and
understand one another (Shin & Lee, 2020). In such a milieu of complex relationships and
multiple objectives, negotiation is necessary to get good teamwork and keep the project
going.

Together, these studies illustrate the critical importance of negotiation in project

management, and they also point to its problems, offering methods to tackle these head-on.
Hence, we can see from real-life examples such as the Harbor Company Limited game how
theoretical concepts can be and must be applied in practice, which emphasizes the importance
negotiation skills have for successful project management.

Many different negotiation strategies are suggested in the literature, all offering insight on
how to successfully solve our daily problems. According to Sutherland and Janene-Nelson
(2020), a moral-humane type of communication is necessary in both dialogue and
information: When economic interests conflict with moral goals, one shall have to give up
one of them. The success of this type of dialogue is terribly impacting. Gates (2022) supports
strategies focused on mutual benefit, which is aligned with the successful negotiations
observed in the Harbour Company Ltd. game.

Participating in the Harbour Company Ltd negotiation game provided an immersive

experience that allowed for the application and assessment of negotiation strategies in a
simulated project management scenario. The negotiation process involved multiple parties,
each with distinct interests, reflecting the complexities of real-world project negotiations.

One significant negotiation aspect involved engaging with the Environmental League, a
stakeholder group opposing the project on environmental grounds. Applying Fisher and Ury's
principled negotiation approach (Fisher et al., 1991), I focused on separating people from the
problem, emphasizing interests over positions. This strategy aligned with the literature's
emphasis on understanding stakeholders' underlying concerns. However, the challenge was
heightened by the Environmental League's strong opposition, necessitating creative problem-
solving to address environmental apprehensions while safeguarding project viability.

Team negotiations within Harbour Company Ltd revealed the intricacies of internal
collaboration. Drawing from the literature's emphasis on integrative negotiation (Lewicki et
al., 2007), efforts were made to identify common interests and allocate roles effectively.
However, challenges arose in balancing the diverse interests within the team, showcasing the
nuanced nature of team negotiation dynamics. The theoretical insights on collaborative
negotiation proved valuable in navigating conflicting priorities and fostering teamwork.
Negotiating with the Federal Department of Coastal Resources (DCR) introduced external
negotiation challenges. The literature highlighted the importance of understanding external
entities' mandates and aligning project goals with their objectives (Gray & Larson, 2008).
Applying this, negotiations focused on demonstrating how the deep-water port aligned with
the DCR's dual mandate of economic development and environmental preservation. Strategic
communication and emphasizing mutual benefits echoed the literature's recommendations on
effective external negotiation.

Conflict resolution emerged as a recurrent theme, especially in negotiations with existing

ports and conflicting interests in the industry mix. Integrating conflict management styles
from Rahim's typology (Rahim, 2002), a collaborative approach was emphasized. This
aligned with the literature's stress on collaborative problem-solving to reach consensus and
highlighted the practical challenges of mediating diverse interests in a project of this
magnitude.

While theoretical frameworks provided valuable guidance, the negotiation game presented
unique challenges not explicitly covered in the literature. Political considerations from
Governor Sherwood and the unpredictable dynamics of large-scale infrastructure negotiations
underscored the need for adaptability beyond predefined models. This aligns with the
literature's recognition of negotiation as a dynamic and context-specific process.

In conclusion, the Harbour Company Ltd negotiation game provided a rich platform for
applying and evaluating negotiation strategies in a project management context. The
experiences aligned with theoretical frameworks, emphasizing the importance of stakeholder
analysis, team collaboration, external negotiation, and conflict resolution. The nuanced
challenges encountered highlighted the dynamic nature of negotiation, reinforcing the need
for adaptive strategies in real-world project management negotiations.