Negotiation and Dispute Resolution

CHAPTER ONE The Nature of dialog 4-2 Introduction dialog is something that every nonpargonil does, al nearly perfunctory 4-3 talkss talkss extend for several reasons To agree on how to sh atomic number 18 or break open a limited resource To create something new that n each c anyer could profit on his or her protest To resolve a trouble or dispute betwixt the parties 4-4 Approach to the Subject Most stack think bar put one overing and duologue mean the equal thing however, we pass on be distinctive about the way we use these twain lyric Bar sack uping describes the competitive, derive-lose bit talks refers to win-win lieus such as hose that occur when parties try to find a inversely accept fitting solution to a multiplex competitiveness 4-5 one-third Important Themes 1. The definition of dialogue and the radical characteristics of negotiation situations 2. interdependence, the affinity between con caterpillar tread and groups that most often pass s them to discuss 3. envisioning the dynamics of conflict and conflict eradicatement dopees which serve as a backdrop for different ways that people approach and sway negotiations 4-6 Characteristics of a duologue perspective There be deuce or more parties There is a conflict of postulate and desires between two or more parties Parties carry off because they think they sack up flap a better deal than by plainly accepting what the new(prenominal) locating offers them Parties expect a give-and-take treat 4-7 Characteristics of a Negotiation Situation Parties search for agreement rather than Fight openly Capitulate ramify off contact permanently Take their dispute to a one-third companionship Successful negotiation involves counselling of tangibles (e. g. , the price or the ground of agreement) Resolution of intangibles (the underlying psychological motivations) such as winning, losing, saving await 4-8 Interdependence In negotiation, parties need eac h an early(a)(prenominal) to achieve heir preferred outcomes or objectives This mutual dependency is called interdependence Interdependent deaths are an important aspect of negotiation Win-lose I win, you lose Win-win Opportunities for some(prenominal) parties to gain 4-9 Interdependence Interdependent parties are characterized by interlocking goals Having interdependent goals does not mean that everyone wants or needs exactly the same thing A mix of convergent and conflicting goals characterizes many interdependent kinds 4-10 Types of Interdependence restore Outcomes Interdependence and the structure of the situation hape processes and outcomes Zero-sum or distri exactlyive one master Non-zero-sum or integrative a mutual gains situation 4-11 ersatzs Shape Interdependence Evaluating interdependence depends heavily on the alternatives to belonging in concert The desir great origin to realize together is better for outcomes Best available alternative BATNA (ac ronym for Best alternating(a) to a Negotiated moderatement) 4-12 Mutual valuation reserve Continues by dint ofout the negotiation as twain parties act to influence the former(a) One of the key causes of the changes that occur during a negotiation The effective treater needs to tally how eople impart queue up and readjust and how the negotiations might twist and turn, suitcased on ones protest moves and the early(a)wises responses 4-13 Mutual Adjustment and Concession make When one troupe agrees to make a change in his/her ready, a giving up has been make Concessions restrict the go astray of options When a concession is made, the negotiate range is further constrained 4-14 Two Dilemmas in Mutual Adjustment Dilemma of honesty Concern about how oft durations of the truth to specialize the other fellowship Dilemma of trust Concern about how much should negotiants believe what the other caller tells them 4-15 order Claiming and Value Creation Opport unities to win or share resources Claiming value result of zero-sum or distributive situations where the object is to gain largest piece of resource Creating value result of non-zero-sum or integrative situation where the object is to consider both parties do well 4-16 Value Claiming and Value Creation Most actual negotiations are a combination of claiming and creating value processes Negotiators must be able to recognize situations that require more of one approach than the other Negotiators must be versatile in their puff and use of both major strategic approaches Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they in reality are 4-17 Value Claiming and Value Creation Value differences that exist between negotiators include Differences in interest Differences in judgments about the prox Differences in risk tolerance Differences in while preferences 4-18 divergence booking whitethorn be defined as a sharp disagreement or op mystify and includes the perceived divergence of interest, or a dogma that the parties underway aspirations female genitalsnot be achieved simultaneously 4-19 Levels of departure Intra personalisedised or intrapsychic conflict bout that occurs inside an individual We want an ice cream cone badly, but we sleep together that ice cream is very fattening Interpersonal conflict Conflict is between individuals Conflict between bosses and subordinates, spouses, siblings, roommates, etc. 4-20 Levels of Conflict Intragroup Conflict Conflict is at heart a group Among team and committee members, within families, classes etc. Intergroup Conflict Conflict mass occur between organizations, war nations, feuding families, or within splintered, fragmented communities These negotiations are the most complex -21 Dysfunctions of Conflict 1. 2. 3. 4. 5. 6. 7. 8. free-enterprise(a), win-lose goals Misperception and bias sensationality Decreased colloqu y Blurred knows Rigid committals bl profess-up differences, minimized equivalentities Escalation of conflict 4-22 Functions and Benefits of Conflict 1. Makes organisational members more aware and able to cope with problems by discussion. 2. Promises organizational change and adaptation. 3. Strengthens relationships and heightens morale. 4. Promotes awareness of self and others. 5. Enhances personal development. 6. Encourages psychological developmentit helps eople become more accurate and realistic in their self-appraisals. 7. Can be stimulating and fun. 4-23 The bivalent Concerns Model 4-24 Styles of Conflict Management 1. Contending Actors pursue own outcomes strongly, show belittled concern for other troupe obtaining their coveted outcomes 2. Yielding Actors show little interest in whether they make headway own outcomes, but are quite interested in whether the other party attains their outcomes 3. Inaction Actors show little interest in whether they attain own outco mes, and little concern about whether the other party obtains their outcomes 4-25 Styles of Conflict Management . Problem solving Actors show naughty concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes 5. Compromising Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes CHAPTER TWO scheme and tactical maneuver of immanent Bargaining 4-27 Three Reasons Negotiators Should Be Familiar with Distributive Bargaining 1. Independent situations require knowing how this working in order to do well 2. Need to know how to return key the personal personal effects of the strategies 3. Every situation has the potential to require kills at the claiming-value exemplify 4-28 The Distributive Bargaining Situation Goals of one party are in fundamental,direct conflict to another party Resources are fixed and limited maximising ones own share of resources is the goa l for both parties 4-29 The Distributive Bargaining Situation Situation includes Starting points (initial offers) scrape points Resistance points (walk apart) alternate(a) outcomes 4-30 The Distributive Bargaining Situation caller A Seller blowout spirit level sign Offer troupe B Buyer stigma Point Target Point chartering Price Walkaway Point 4-31 The Role of Alternatives to aNegotiated Agreement Alternatives give the negotiator reason to walk away from the negotiation If alternatives are pleasant, negotiators kitty Set their goals higher Make slight concessions If there are no attractive alternatives Negotiators strike much less bargaining power 4-32 The Distributive Bargaining Situation Party A Seller Walkaway Point Target Point Alternative Initial Offer Party B Buyer Asking Price Alternative Target Point Walkaway Point 4-33 Fundamental Strategies Push for dependency near opponents tube point Get the other party to change their resistance point If resolve range is electronegative, either Get the other side to change their resistance point metamorphose your own resistance point Convince the other party that the settlement is the top hat possible 4-34 chance ons to the Strategies The keys to implementing any of the four strategies are Discovering the other partys resistance point Influencing the other partys resistance point 4-35 tactical T entreats of Negotiators Assess outcome values and the cost of depot for the other party Manage the other partys impressions neuter the other partys perceptions Manipulate the actual costs of waiting or termination 4-36Assess the Other Partys Target, Resistance Point, and be of Terminating Negotiations Indirectly Determine entropy opponent used to set Target Resistance points Directly Opponent reveals the information 4-37 Manage the Other Partys Impressions Screen your behavior Say and do as little as possible Direct action to alter impressions Present facts that heighten ones line 4-38 Modify the Other Partys learnings Make outcomes expect less attractive Make the cost of obtaining goals appear higher Make demands and positions appear more or less attractive to the other party whichever uits your needs 4-39 Manipulate the Actual Costs of hold out or Termination Plan disruptive action Raise the costs of delay to the other party Form an alliance with outsiders Involve (or stake to involve) other parties who can influence the outcome in your favor inventory manipulations One party is usually more vulnerable to delaying than the other 4-40 Positions taken During Negotiations Opening offers Where will you start? Opening stance What is your attitude? Competitive? Moderate? Initial concessions Should any be made? If so, how large? 4-41 Positions interpreted During Negotiations The role of concessions Without them, there is either capitulation or deadlock Patterns of concession making The pattern contains valuable informa tion Final offers (making a commitment) This is all I can do 4-42 overstretchments Tactical Considerations Establishing a commitment Three properties Finality specializedity Consequences Preventing the other party from committing prematurely Their commitment reduces your flexibility 4-43 ship canal to Create a inscription Public pronouncement Linking with an outside base Increase the prominence of demands Reinforce the threat or promise 4-44 CommitmentsTactical Considerations Ways to abandon a committed position Plan a way out Let it die silently Restate the commitment in more general terms Minimize the damage to the relationship if the other backs off 4-45 Closing the Deal Provide alternatives (2 or 3 packages) Assume the close Split the difference Exploding offers Deal sweeteners 4-46 Dealing with veritable(prenominal) Hardball evasive action Four main options Ignore them Discuss them Respond in kind Co-opt the other party (befriend them) 4-47 Typ ical Hardball tactical maneuver unspoilt Cop/Bad Cop Lowball/Highball Bogey (playing up an issue of little importance) The Nibble (asking for a number of diminished concessions to) 4-48 Typical Hardball Tactics Chicken Intimidation Aggressive Behavior Snow Job (overwhelm the other party with information) 4-49 Summary Negotiators need to Set a clear grade and resistance points Understand and work to improve their BATNA Start with wide arising offer Make appropriate concessions Manage the commitment process CHAPTER three dodge and Tactics of Integrative Negotiation 4-51 What Makes Integrative Negotiation different? Focus on commonalties rather than differences Address needs and interests, not positions Commit to meeting the needs of all involved parties Exchange information and ideas detect options for mutual gain Use objective criteria to set standards 4-52 Overview of the Integrative Negotiation Process Create a free flow of information adjudicate to und erstand the other negotiators real needs and objectives show the commonalties between the parties and minimize the differences Search for solutions that meet the goals and objectives of both sides 4-53 headstone locomote in the Integrative Negotiation Process Identify and define the problem Understand the problem fully identify interests and needs on both sides Generate alternative solutions Evaluate and select among alternatives 4-54 Claiming and Creating Value 4-55 Identify and pay back the Problem stipulate the problem in a way that is mutually acceptable to both sides res publica the problem with an eye toward practicality and comprehensiveness State the problem as a goal and identify the obstacles in attaining this goal Depersonalize the problem Separate the problem definition from the search for solutions 4-56 Understand the Problem Fully Identify Interests and Needs Interests the underlying concerns, needs, desires, or fears that move a negotiator meaty in terests relate to key issues in the negotiation Process interests are related to the way the dispute is settled family interests indicate that one or both parties value their relationship Interests in principle doing what is fair, right, acceptable, ethical whitethorn be shared by the parties 4-57 Observations on Interests There is almost always more than one Parties can have different interests at stake a great deal stem from deeply grow human needs or values Can change numerous ways to surface interests Surfacing interests is not always slack or to ones best advantage 4-58Generate Alternative Solutions Invent options by redefining the problem set Compromise Logroll Modify the pie Expand the pie become a bridge solution Cut the costs for compliance Non item compensation Subordination Generate options to the problem as a minded(p) Brainstorming Surveys Electronic brainstorming 4-59 Evaluate and Select Alternatives Narrow the range of solution options E valuate solutions on Quality Objective standards Accept efficiency Agree to evaluation criteria in advance Be willing to justify personal preferences Be alert to the influence of intangibles in selecting options Use subgroups to evaluate complex options 4-60 Evaluate and Select Alternatives Take time to cool off look different ways to logroll Exploit differences in expectations and risk/time preferences Keep decisions tentative and conditional until a final proposal is peg Minimize formality, record keeping until final agreements are closed 4-61 F doers That drive Successful Integrative Negotiation Some common objective or goal Faith in ones own problem-solving major power A belief in the validity of ones own position and the others perspective The motivation and commitment to work together -62 Factors That Facilitate Successful Integrative Negotiation Trust pass off and accurate chat An understanding of the dynamics of integrative negotiation CHAPTER quate rnion Negotiation Strategy and prep 4-64 Goals The Focus That Drives Negotiation Strategy find out goals is the first step in the negotiation process Negotiators should specify goals and objectives clear The goals set have direct and indirect effects on the negotiators strategy 4-65 The Direct and Indirect effect of Goals on Strategy Direct effects Wishes are not goals Goals are often link up to the other partys goalsThere are limits to what goals can be telling goals must be concrete/specific Indirect effects hammer an ongoing relationship 4-66 Strategy versus Tactics Strategy The overall excogitation to achieve ones goals in a negotiation Tactics Short-term, adaptive moves designed to enact or pursue broad strategies Tactics are subordinate to strategy Tactics are driven by strategy Planning The action component of the strategy process i. e. how will I implement the strategy? 4-67 Approaches to Strategy Unilateral One that is made without active involvemen t of the other party Bilateral One that considers the bear on of the others strategy on ones own 4-68 The Dual Concerns Model evasion get int negotiate arguing I gain, ignore relationship Collaboration I gain, you gain, enhance relationship Accommodation I let you win, enhance relationship 4-69 Strategic Options Per the Dual Concerns Model, choice of strategy is reflected in the answers to two questions How much concern do I have in achieving my desired outcomes at stake in the negotiation? How much concern do I have for the flow rate and future quality of the relationship with the other party? 4-70 The Nonengagement StrategyAvoidance If one is able to meet ones needs without negotiating at all, it whitethorn make sense to use an avoidance strategy It merely may not be worth the time and effort to negotiate The decision to negotiate is closely related to the desirability of available alternatives 4-71 Active-Engagement Strategies ambition distributive, win-lose barga ining Collaboration integrative, win-win negotiation Accommodation involves an imbalance of outcomes (I lose, you win) 4-72 Key steps to an archetype Negotiation Process 4-73 Key Steps to an Ideal Negotiation Process Preparation What are the goals? How will I work with the other party? Relationship building Understanding differences and similarities construct commitment toward a mutually beneficial set of outcomes selective information throng Learn what you need to know about the issues 4-74 Key Steps to an Ideal Negotiation Process instruction using Assemble your case bidding Each party states their hatchway offer Each party engages in give and take Closing the deal Build commitment Implementing the agreement 4-75 Getting quick to Implement the Strategy The Planning Process Define the issues Assemble the issues and define the bargaining ix The bargaining mix is the feature list of issues Define your interests Why you want what you want 4-76 Getting Ready to Implement the Strategy The Planning Process Know your limits and alternatives Set your objectives (targets) and opening bids (where to start) Target is the outcome realistically expected Opening is the best that can be achieved Assess constituents and the hearty context of the negotiation 4-77 The Social mount of Negotiation Field Analysis 4-78 Getting Ready to Implement the Strategy The Planning Process Analyze the other party Why do they want what they want? How can I present my case understandably and refute the other partys arguments? Present the issues to the other party 4-79 Information Needed to Prepare Effectively for Engaging the Other Party Resources, issues, and bargaining mix Interests and needs Walkaway point and alternative(s) Targets and opening bids Constituents, social structure, and authority to make an agreement Reputation and negotiation style in all probability strategy and play 4-80 Getting Ready to Implement the Strategy The Plannin g Process Define the protocol to be followed in the negotiation What is the schedule? Who will be there?Where will the negotiation occur? What is the time period? What might be done if the negotiation fails? How will we keep track of what is agreed to? How do we know whether we have a good agreement? 4-81 Summary on the Planning Process planning is the most critically important activity in negotiation. CHAPTER FIVE percept, Cognition, and Emotion 4-83 Perception, Cognition, and Emotion in Negotiation The sanctioned building blocks of all social encounters are Perception Cognition Framing Cognitive biases Emotion 4-84 Perception Perception is The process by which individuals connect to their surround. A sense-making process 4-85 The Process of Perception The process of ascribing meaning to messages and events is strongly influenced by the perceivers menstruation state of mind, role, and comprehension of earlier communications hoi polloi interpret their environment in order to respond appropriately The complexity of environments makes it impossible to process all of the information People develop shortcuts to process information and these shortcuts can create perceptual errors 4-86 Perceptual Distortion Four major perceptual errors Stereotyping Halo effects selective perception Projection 4-87Stereotyping and Halo Effects Stereotyping Is a very common distortion Occurs when an individual set aparts attributes to another solo on the basis of the others membership in a particular social or demographic category Halo effects Are similar to stereotypes Occur when an individual generalizes about a multifariousness of attributes based on the knowledge of one attribute of an individual 4-88 Selective Perception and Projection Selective perception Perpetuates stereotypes or halo effects The perceiver singles out information that supports a prior belief but filters out contrary information Projection Arises out of a need to protect on es own self-concept People assign to others the characteristics or flavourings that they possess themselves 4-89 Framing shake offs Represent the subjective mechanism through which people evaluate and make sense out of situations Lead people to pursue or avoid subsequent actions Focus, radiation diagram and organize the realism around us Make sense of complex realities Define a person, event or process Impart meaning and significance 4-90 Types of Frames Substantive Outcome Aspiration Process Identity Characterization Loss-Gain 4-91 How Frames Work in Negotiation Negotiators can use more than one indite Mismatches in frames between parties are sources of conflict Parties negotiate differently depending on the frame Specific frames may be likely to be used with certain types of issues Particular types of frames may lead to particular types of agreements Parties are likely to read a particular frame because of various factors 4-92 Interests, Rights, and mi ghtiness Parties in conflict use one of three frames Interests people talk about their positions but often what is at stake is their underlying interests Rights people may be concerned about who is right that is, who has legitimacy, who is correct, and what is fair top executive people may wish to resolve a conflict on the basis of who is stronger 4-93 The Frame of an publish Changes as the Negotiation Evolves Negotiators tend to argue for stock issues or concerns that are raised every time the parties negotiate Each party attempts to make the best possible case for his or her preferred position or perspective Frames may define major shifts and transitions in a complex overall negotiation Multiple agenda items operate to bring into being issue development 4-94 Some Advice about Problem Framing for Negotiators Frames shape what the parties define as the key issues and how they talk about them Both parties have frames Frames are concordlable, at least to some degree Con versations change and interpret frames in ways negotiators may not be able to send for but may be able to control Certain frames are more likely than others to lead to certain types of processes and outcomes 4-95 Cognitive Biases in Negotiation Negotiators have a drift to make formatic errors when they process information. These errors, collectively labeled cognitive biases, tend to impede negotiator performance. 4-96 Cognitive Biases incoherent escalation of commitment Mythical fixed-pie beliefs Anchoring and adjustment fill in framing and risk handiness of information The winners curse overconfidence The law of microscopic numbers Self-serving biases Endowment effect Ignoring others cognitions Reactive devaluation 4-97 Irrational Escalation of Commitment and Mythical Fixed-Pie Beliefs Irrational escalation of commitment Negotiators follow commitment to a course of action even when that commitment constitutes irrational behavior Mythical fixed-pie beliefs Negotiators carry that all negotiations (not just some) involve a fixed pie 4-98Anchoring and Adjustment and Issue Framing and Risk Anchoring and adjustment The effect of the standard (anchor) against which subsequent adjustments (gains or losses) are measured The anchor might be based on faulty or incomplete information, indeed be misleading Issue framing and risk Frames can lead people to seek, avoid, or be neutral about risk in decision making and negotiation 4-99 Availability of Information and the Winners Curse Availability of information Operates when information that is presented in vivid or attention-getting ways becomes easy to recall. Becomes central and critical in evaluating events and ptions The winners curse The tendency to settle quickly on an item and then subsequently feel discomfort about a win that comes too easily 4-100 Overconfidence and the Law of Small Numbers Overconfidence The tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually unfeigned The law of small numbers The tendency of people to draw conclusions from small sample sizes The smaller sample, the greater the possibility that past lessons will be erroneously used to infer what will happen in the future 4-101 Self-Serving Biases and Endowment Effect Self-serving biases People often develop another persons behavior by making attributions, either to the person or to the situation There is a tendency to overvalue the role of personal or internal factors Underestimate the role of situational or external factors Endowment effect The tendency to overvalue something you own or believe you possess 4-102 Ignoring Others Cognitions and Reactive Devaluation Ignoring others cognitions Negotiators dont bother to ask about the other partys perceptions and thoughts This leaves them to work with incomplete information, and thus produces faulty results Reactive devaluation The process of devaluing the other partys concessions simply because the other party made them 4-103 Managing Misperceptions and Cognitive Biases in Negotiation The best advice that negotiators can follow is Be aware of the negative aspects of these biases Discuss them in a structured manner within the team and with counterparts 4-104 Mood, Emotion, and Negotiation The peculiarity between mood and emotion is based on three characteristics Specificity military posture Duration 4-105 Mood, Emotion, and Negotiation Negotiations create both positive and negative emotions overconfident emotions by and large have positive onsequences for negotiations They are more likely to lead the parties toward more integrative processes They create a positive attitude toward the other side They promote persistence 4-106 Mood, Emotion, and Negotiation Aspects of the negotiation process can lead to positive emotions positive(p) feelings result from fair procedures during negotiation Positive feelings result from favorable so cial comparison 4-107 Mood, Emotion, and Negotiation disallow emotions generally have negative consequences for negotiations They may lead parties to define the situation as competitive or distributive They may undermine a negotiators ability to analyze the situation accurately, which adversely affects individual outcomes They may lead parties to escalate the conflict They may lead parties to retaliate and may thwart integrative outcomes Not all negative emotion has the same effect 4-108 Mood, Emotion, and Negotiation Aspects of the negotiation process can lead to negative emotions Negative emotions may result from a competitive mind-set Negative emotions may result from an impasse Negative emotions may result from the expectation of beginning a negotiation Effects of positive and negative emotion Positive feelings may generate negative outcomes Negative feelings may wake beneficial outcomes Emotions can be used strategically as negotiation gambits CHAPTER SIX conver se 4-110 conference in Negotiation Communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts. 4-111 What is Communicated during Negotiation? Offers, counteroffers, and motives Information about alternatives Information about outcomes Social accounts Explanations of mitigating circumstances Explanations of exonerating circumstances Reframing explanations Communication about process 4-112 Communication in Negotiation Three Key Questions Are negotiators consistent or adaptive? Many negotiators prefer viscous with the familiar rather than venturing into improvisation Does it matter what is said early in the process? What negotiators do in the first half of the process has a significant impact on their ability to generate integrative solutions with high joint gains Is more information always better? There is separate that having more information does not automatically translate into better outcomes 4-113 How People Communicate n Negotiation Use of run-in operates at two levels Logical level (proposals, offers) Pragmatic level (semantics, syntax, style) Use of nonverbal communication Making eye contact Adjusting body position Nonverbally supporting or discouraging what the other says 4-114 How People Communicate in Negotiation Selection of a communication channel Communication is experienced differently when it occurs through different channels People negotiate through a variety of communication media by phone, in writing and increasingly through electronic channels or virtual negotiations Social bandwidth distinguishes one communication channel from another. the ability of a channel to carry and convey baneful social and relational cues from sender to receiver 4-115 How to Improve Communication in Negotiation Three main techniques 1. The use of questions 2. Listening 3. Role gust 4-116 How to Improve Communication in Negotiation Use of questions two basic categories Ma nageable questions cause attention or prepare the other persons thinking for further questions May I ask you a question? getting information How much will this cost? generating thoughts Do you have any suggestions for improving this? 4-117 How to Improve Communication in Negotiation Use of questions two basic categories Unmanageable questions cause difficulty Where did you get that dumb idea? give information Didnt you know we couldnt afford this? bring the discussion to a false conclusion Dont you think we have talked about this enough? 4-118 How to Improve Communication in Negotiation Listening three major forms 1. Passive listening Receiving the message while providing no feedback to the sender 2. Acknowledgment Receivers nod their heads, maintain eye ontact, or interject responses 3. Active listening Receivers restate or paraphrase the senders message in their own language 4-119 How to Improve Communication in Negotiation Role reversal Negotiators underst and the other partys positions by actively arguing these positions until the other party is convinced that he or she is understood Impact and supremacy of the role-reversal technique Research suggests that role reversal is a useful irradiation for improving communication and the accurate understanding and appreciation of the other partys position 4-120 Special Communication Considerations at the Close of Negotiations Avoiding mortal mistakes Keeping track of what you expect to happen Systematically guarding yourself against self-serving expectations Reviewing the lessons from feedback for similar decisions in the future Achieving closure Avoid surrendering important information needlessly Refrain from making dumb remarks CHAPTER SEVEN Finding and Using Negotiation Power 4-122 Why Is Power Important to Negotiators? Seeking power in negotiation arises from one of two perceptions 1. The negotiator believes he or she presently has less power than the other party. 2. The negot iator believes he or she needs more power than the other party. -123 A Definition of Power an actorhas power in a given situation (situational power) to the degree that he can satisfy the purposes (goals, desires, or wants) that he is attempting to fulfill in that situation Two perspectives on power Power used to dominate and control the other power over Power used to work together with the otherpower with 4-124 Major Sources of Power How People Acquire Power Informational sources of power Personal sources of power Power based on position in an organization Relationship-based sources of power Contextual sources of power 4-125 Informational Sources of Power Information is the most common source of power Derived from the negotiators ability to assemble and organize data to support his or her position, arguments, or desired outcomes A tool to challenge the other partys position or desired outcomes, or to undermine the effectiveness of the others negotiating arguments 4-126 Power Based on Personality and Individual Differences Personal penchant Cognitive orientation Ideologies about power Motivational orientation Specific motives to use power Disposition and skills Orientation to cooperation/competition example orientation Philosophical orientation to power use -127 Power Based on Position in an Organization Two major sources of power in an organization true power which is grounded in the title, duties, and responsibilities of a job translation and level within an organization hierarchy Power based on the control of resources associated with that position 4-128 Power Based on Position in an Organization Two major sources of power in an organization Legitimate power is derived from occupying a particular job, emplacement, or position in an organizational hierarchy Power resides in the title and responsibilities of the job itself and the legitimacy of the office holder Legitimate power is the foundation of our social structure and may be acquired by birth, election or appointment or procession 4-129 Power Based on Resource Control People who control resources have the capacity to give them to someone who will do what they want, and preserve them (or take them away) from someone who doesnt do what they want. 4-130 Power Based on Resource Control Some of the most important resources Money Supplies charitable capital Time Equipment Critical services Interpersonal support 4-131 Power Based on Relationships Goal interdependence How parties view their goals Referent power Based on an appeal to common experiences, common past, common fate, or membership in the same groups. lucres Power is derived from whatever flows through that particular location in the structure (usually information and resources) 4-132 An Organization Hierarchy 4-133 An organisational Network Isolated Dyad Star Gatekeeper Liaison immaterial Environment Linking Pin Isolate 4-134 Power Based on Relationships Key aspects of networks wagon-lit strength An indication of the strength or quality of relationships with others Tie content The resource that passes along the tie with the other person Network structure The overall set of relationships within a social system 4-135 Power Based on Relationships Aspects of network structure that determine power include Centrality Criticality and relevance Flexibility Visibility Membership in a coalition 4-136 Contextual Sources of Power Power is based in the context, situation or environment in which negotiations take place. BATNAs An alternative deal that a negotiator might pursue if she or he does not come to agreement with the current other party Culture Often contains implicit rules about use of power Agents, constituencies and external audiences All these parties can become actively involved in pressuring others 4-137 Dealing with Others Who Have more than Power Never do an all-or-nothing deal Make the other party smaller Make yourself bigger Build momentum through doing deals in sequence Use the power of competition to leverage power oblige yourself Good information is always a source of power Ask many questions to gain more information Do what you can to manage the process CHAPTER EIGHT Ethics in Negotiation 4-139 What Do We soused by Ethics and Why Do They Matter in Negotiation? Ethics Are broadly applied social standards for what is right r wrong in a particular situation, or a process for setting those standards Grow out of particular philosophies which Define the nature of the initiation in which we live Prescribe rules for living together 4-140 Resolving Moral Problems 4-141 Questions of Ethical Conduct that Arise in Negotiation Using ethically ambiguous tactics Its (mostly) all about the truth Identifying ethically ambiguous tactics and attitudes toward their use What ethically ambiguous tactics are there? Is it all right to use ethically ambiguous tactics? 4-142 Questions of Ethical Conduct that Arise in Negotiation Deception by omission versus commission