Y


Presented by-
Ankur Luthra (IMB2010023)
Arnima Srivastava (IMB2010041)
þ  

] A situation when a two or several entities cannot
proceed due to in availability of a resource.
]
amples from real life:-
] he Door.
] he Computer.
] A ÷
÷ is a situation wherein two or more
competing actions are each waiting for the other
to finish, and thus neither ever does. It is often
seen in a parado
like the "chicken or the egg".
þ  Y

he word impasse may refer to any situation
in which no progress can be made.

] A bargaining ï

 occurs when the two

sides negotiating an agreement are unable to
reach an agreement and become deadlocked.
Õ  
 
 

Y

] Actually Both are the same

How?
—

2 
  

1. 2. 3.
Negotiation Agreement Business
Y
 

] Consequences of a deadlock or a breakdown in
the management of a joint venture.

] he need to e
pressly include a Deadlock

Resolution Mechanism.
þ 
 
 


In the conte
t of a joint venture, a deadlock occurs where
the shareholders have an irreconcilable disagreement.

Like in the case of a

º Split Vote
º Use of Veto Power by a Minority or Majority stake
holder.
º Meeting could not be convened due to the absence of
requisite quorum.
6  


] Almost invariably mutually harmful
Ł either as a result of direct action
Ł or simply due to the resulting delay in negotiating
a mutually beneficial agreement.
4

     

] scalate he Deadlock to a senior
1 person in the Management.

] Arbitration
2

] Closure of the Joint Venture

3
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] w


  
   



 
  


  

]  
   


  
 
 



    
] 
  

  

 


   



  
 

—  

] Here in you involve a third party .
Like a legal body or an e
pert.
his is effective only when :-
he Parties are willing to resolve the deadlock .
he third party involved is capable of facilitating
the negotiation process.
he dilemma of e
posing your business to other
people.
§

  
] his aspect is the worst of all scenario¶s
] But, many a times it catalyses the deadlock
resolution process.

] Best Illustrated by the Jet Airways and Air

Sahara deal.
Õ 
—



 
ÿhe human capacity to face, overcome and
be strengthened by e
periences of e
treme
adversity´
In the international negotiation conte
t it
can be a critical factor facilitating the emergence
of success in the face of failure

 
 !
he capacity of negotiating parties to recover
from actual or anticipated setbacks, stalemates
and deadlocks e
perienced in the negotiation
process by finding ways to restart the process.
It can help negotiators in achieving
negotiated outcomes when they face real or
potential failures.
6

 
 
 

rþhen employing any resolution mechanism:-

] he parties have to be mindful of the pitfalls and

the vulnerability to abuse.
] hen be prepared to live with the potential
consequences.