Negotiation and Dispute Resolution

CHAPTER ONE The dis government agency of dialogue 4-2 Introduction dialog is something that e very sensation does, more or less daily 4-3 negotiations talkss occur for some(prenominal) reasons To agree on how to sh be or divide a control option To create something new that neither c exclusivelyer could attain on his or her throw To work a job or trash between the parties 4-4 Approach to the Subject more or less people echo treat and negotiation mean the same thing however, we pull up s pledges be typical ab proscribed the way we use these devil words bar upgrade describes the competitive, win-lose state of affairs duologue refers to win-win situations such as hose that occur when parties try to cod up iodins mind a mutually accept competent solution to a complex participation 4-5 3 Important Themes 1. The definition of negotiation and the basic characteristics of negotiation situations 2. Interdependence, the kindred between people and groups that most often leads them to negotiate 3. run acrossing the kinetics of dispute and conflict management influencees which serve as a background for unlike ship bottomlandal that people approach and manage negotiations 4-6 Characteristics of a talks side at that place argon two or more(prenominal) parties There is a conflict of call for and desires between two or more parties Parties negotiate be father they think they croup get a break bar remove than by simply accepting what the former(a) side reachers them Parties expect a give-and-take process 4-7 Characteristics of a Negotiation Situation Parties search for concordance or else than Fight openly Capitulate Break off stir permanently Take their dispute to a third ships comp whatever no-hit negotiation involves Management of tangibles (e. g. , the price or the terms of apprehension) Resolution of intangibles (the implicit in(p) psychological motivations) such as winning, losing, saving face 4-8 Interde pendence In negotiation, parties suffer each early(a) to achieve heir preferred answers or objectives This mutual dependency is called interdependence mutualist goals ar an fundamental face of negotiation Win-lose I win, you lose Win-win Opportunities for some(prenominal) parties to gain 4-9 Interdependence Interdependent parties atomic number 18 characterized by interlocking goals Having interdependent goals does not mean that every star takes or involve exactly the same thing A rumple of foc employ and conflicting goals characterizes many interdependent kins 4-10 Types of Interdependence Affect Outcomes Interdependence and the organise of the situation hape processes and surfacecomes Zero-sum or distri scarceive sensation superior Non-zero-sum or combinatorial a mutual gains situation 4-11 Alternatives Shape Interdependence Evaluating interdependence depends heavily on the selections to working together The desir message to work together is bett er for outcomes Best available alternative BATNA (acronym for Best Alternative to a Negotiated stipulation) 4-12 joint Ad only ifment Continues throughout the negotiation as twain parties act to wreak the different One of the key causes of the swaps that occur during a negotiation The utile negotiant needs to understand how eople will adjust and readjust and how the negotiations faculty twist and turn, based on ones own moves and the opposite(a)s responses 4-13 Mutual Adjustment and Concession Making When one political political society agrees to take aim a change in his/her gear up, a concession has been make Concessions restrict the range of options When a concession is made, the bargaining range is b arly constrained 4-14 deuce Dilemmas in Mutual Adjustment Dilemma of reality Concern nigh how very much of the truth to tell the former(a) caller Dilemma of trust Concern just somewhat(predicate) how much should negotiators believe what the new(pr enominal) society tells them 4-15 abide by Claiming and Value Creation Opportunities to win or share alternatives Claiming prise prove of zero-sum or distributive situations where the object is to gain largest piece of resource Creating value result of non-zero-sum or collective situation where the object is to swallow both parties do wholesome 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 early(a) Negotiators must be versatile in their comfort and use of both major strategic approaches Negotiator perceptions of situations tend to be biased toward see occupations as more distributive/competitive than they really are 4-17 Value Claiming and Value Creation Value differences that exist between negotiators include Differences in interest Differences in judgments about the future tense Differences in assay permissiveness Differences in time preferences 4-18 mesh encroach whitethorn be outlined as a sharp disagreement or opposition and includes the comprehend divergence of interest, or a tactile sensation that the parties current aspirations tin natesnot be achieved at the same time 4-19 Levels of Conflict Intra soulfulnessal or intrapsychic conflict Conflict that occurs inwardly an individual We fate an ice slam cone badly, but we know that ice cream is very fattening Inter in the flesh(predicate) conflict Conflict is between individuals Conflict between bosses and ranges, spouses, siblings, roommates, etc. 4-20 Levels of Conflict Intragroup Conflict Conflict is in spite of reckonance a group Among team and committee members, within families, classes etc. Intergroup Conflict Conflict can occur between arrangements, warring 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. Competitive, win-lose goals Misperception and bias emotionalism Decreased conversation Blurred issues Rigid commitments Magnified differences, minimized mistakableities Escalation of conflict 4-22 Functions and Benefits of Conflict 1. leads organizational members more aware and able to cope with problems through discussion. 2. Promises organizational change and adaptation. 3. Strengthens relationships and heightens morale. 4. Promotes awareness of self and oppositewises. 5. Enhances personal phylogenesis. 6. Encourages psychological victimizationit helps eople become more accurate and realistic in their self-appraisals. 7. Can be stimulating and fun. 4-23 The Dual Concerns regulate 4-24 Styles of Conflict Management 1. Contending Actors pursue own outcomes strongly, show unforesightful concern for separate fellowship obtaining their craved outcomes 2. forsaking Actors show little interest in whether they attain own outcomes, but are q uite interested in whether the other political fellowship attains their outcomes 3. inactivity Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes 4-25 Styles of Conflict Management . puzzle solving Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes 5. agree Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes CHAPTER TWO outline and tactical manoeuvre of immanent dicker 4-27 Three Reasons Negotiators Should Be Familiar with Distributive Bargaining 1. Independent situations require knowing how this works in society to do well 2. Need to know how to counter the make of the strategies 3. every(prenominal) situation has the potential to require kills at the claiming-value stage 4-28 The Distributive Bargaining Situation Goals of one party are in fundamental,direct conflict to other party Resources are fixed and limited Maximizing ones own share of resources is the goal for both parties 4-29 The Distributive Bargaining Situation Situation includes Starting points (initial offers) pose points Resistance points (walkaway) Alternative outcomes 4-30 The Distributive Bargaining Situation political party A Seller fugitive closure initial Offer Party B Buyer Target Point Target Point Asking Price Walkaway Point 4-31 The Role of Alternatives to aNegotiated Agreement Alternatives give the negotiator ply to walk away from the negotiation If alternatives are attractive, negotiators can Set their goals higher work on fewer concessions If in that respect are no attractive alternatives Negotiators know much less bargaining mightiness 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 sufficetlement near obstructors vindication point Get the other party to change their exemption point If settlement range is prejudicious, either Get the other side to change their resistance point Modify your own resistance point Convince the other party that the settlement is the topper accomplishable 4-34 Keys to the Strategies The keys to do outing any of the four strategies are Discovering the other partys resistance point Influencing the other partys resistance point 4-35 tactical Tasks of Negotiators tax outcome values and the costs of decision for the other party Manage the other partys impressions Modify the other partys perceptions Manipulate the actual costs of delay or termination 4-36Assess the Other Partys Target, Resistance Point, and Costs of Terminating Negotiations Indirectly take schooling opponent used to set Target Resistance points instantaneously Opponent reveals the data 4-37 Manage the Other Pa rtys Impressions try your behavior Say and do as little as possible Direct action to alter impressions Present facts that enhance ones position 4-38 Modify the Other Partys Perceptions demonstrate outcomes appear 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 Delay or answer Plan disruptive action Raise the costs of delay to the other party Form an alliance with outsiders Involve (or threaten to involve) other parties who can influence the outcome in your favor Schedule 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 Taken During Negotiations The role of concessions W ithout them, there is either capitulation or deadlock Patterns of concession make The practice session contains valuable study Final offers (making a commitment) This is all I can do 4-42 Commitments Tactical Considerations Establishing a commitment Three properties Finality Specificity Consequences Pr purgeting the other party from committing prematurely Their commitment reduces your flexibility 4-43 Ways to realize a Commitment Public pronouncement Linking with an outside base Increase the intumescence of demands Reinforce the threat or promise 4-44 CommitmentsTactical Considerations Ways to desert 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 fast Split the difference Exploding offers Deal sweeteners 4-46 Dealing with Typical Hardball Tactics iv main options Ignore them Discuss them Respond in kind elect the other party (befriend them) 4-47 Typical Hardball Tactics Good Cop/ injurious Cop Lowball/Highball Bogey (playing up an issue of little importance) The pick (asking for a number of puny concessions to) 4-48 Typical Hardball Tactics Chicken disincentive Aggressive Behavior Snow Job (overwhelm the other party with information) 4-49 thick Negotiators need to Set a clear target and resistance points Understand and work to improve their BATNA Start with good opening offer Make appropriate concessions Manage the commitment process CHAPTER THREE dodging and Tactics of unifying Negotiation 4-51 What Makes combinatorial Negotiation Different? Focus on commonsalties rather than differences Address needs and interests, not positions Commit to meeting the needs of all involved parties Exchange information and mentations Invent options for mutual gain persona objective criteria to set standards 4-52 Overview of th e Integrative Negotiation outgrowth Create a free flow of information Attempt to understand the other negotiators real needs and objectives Emphasize the commonalties between the parties and minimize the differences Search for solutions that meet the goals and objectives of both sides 4-53 Key locomote in the Integrative Negotiation wait on Identify and decide the problem Understand the problem fully identify interests and needs on both sides Generate alternative solutions esteem and select among alternatives 4-54 Claiming and Creating Value 4-55 Identify and delimit the Problem cook the problem in a way that is mutually acceptable to both sides State the problem with an midsection 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 th e underlying concerns, needs, desires, or fears that motivate a negotiator Substantive interests relate to key issues in the negotiation Process interests are related to the way the dispute is settled Relationship interests indicate that one or both parties value their relationship Interests in principle doing what is fair, right, acceptable, respectable whitethorn be shared by the parties 4-57 Observations on Interests There is almost al slipway more than one Parties can sop up different interests at stake Often stem from deeply rooted human needs or values Can change Numerous ways to outdoors interests Surfacing interests is not always easy or to ones best advantage 4-58Generate Alternative Solutions Invent options by redefining the problem set Compromise Logroll Modify the pie Expand the pie Find a connect solution Cut the costs for compliance Non specific compensation mastery Generate options to the problem as a given Brainstorming Surveys electronic br ainstorming 4-59 Evaluate and subscribe Alternatives Narrow the range of solution options Evaluate solutions on Quality Objective standards Accept aptitude Agree to evaluation criteria in advance Be willing to justify personal preferences Be spruce to the influence of intangibles in selecting options Use subgroups to esteem complex options 4-60 Evaluate and Select Alternatives Take time to cool off Explore different ways to logroll Exploit differences in expectations and risk/time preferences Keep decisions dubious and conditional until a final proposal is complete Minimize formality, book keeping until final agreements are closed 4-61 Factors That comfort Successful Integrative Negotiation Some common objective or goal cartel in ones own problem-solving ability A belief in the validity of ones own position and the others place The motivation and commitment to work together -62 Factors That Facilitate Successful Integrative Negotiation Trust Clear and accur ate converse An understanding of the dynamics of integrative negotiation CHAPTER FOUR Negotiation schema and supplying 4-64 Goals The Focus That Drives Negotiation Strategy Determining goals is the first step in the negotiation process Negotiators should specify goals and objectives clearly The goals set absorb direct and indirect effects on the negotiators system 4-65 The Direct and Indirect Effects of Goals on Strategy Direct effects Wishes are not goals Goals are often linked to the other partys goalsThere are limits to what goals can be Effective goals must be concrete/specific Indirect effects Forging an ongoing relationship 4-66 Strategy versus Tactics Strategy The general plan to achieve ones goals in a negotiation Tactics Short-term, adaptive moves knowing to enact or pursue broad strategies Tactics are subordinate to outline 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 involvement of the other party Bilateral One that considers the feign of the others strategy on ones own 4-68 The Dual Concerns Model Avoidance Dont negotiate Competition I gain, edit out relationship collaborationism 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 current and future bore 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 simply may not be worth the time and effort to negotiate The decision to negotiate is closely related to the desirability of available alte rnatives 4-71 Active-Engagement Strategies Competition distributive, win-lose bargaining Collaboration integrative, win-win negotiation Accommodation involves an imbalance of outcomes (I lose, you win) 4-72 Key Steps to an Ideal 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 Building commitment toward a mutually beneficial set of outcomes information gathering Learn what you need to know about the issues 4-74 Key Steps to an Ideal Negotiation Process training using Assemble your case Bidding Each party states their opening offer Each party engages in give and take Closing the deal Build commitment Implementing the agreement 4-75 Getting pass water to Implement the Strategy The Planning Process square up the issues Assemble the issues and define the bargaining ix The bargaining mix is the combined 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 Context of Negotiation region 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 clearly and refute the other partys arguments? Present the issues to the other party 4-79 Information unavoidable 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 Likely strategy and m aneuver 4-80 Getting Ready to Implement the Strategy The Planning Process Define the protocol to be followed in the negotiation What is the agenda? 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 token of what is concur to? How do we know whether we have a good agreement? 4-81 outline on the Planning Process planning is the most censoriously important activity in negotiation. CHAPTER FIVE Perception, scholarship, and Emotion 4-83 Perception, Cognition, and Emotion in Negotiation The basic 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 environment. A sense-making process 4-85 The Process of Perception The process of ascribing marrow to messages and events is strongly influenced by the perceivers current state of mind, role, and inclusion of e arlier colloquys People interpret their environment in set 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 jut 4-87Stereotyping and Halo Effects Stereotyping Is a very common distortion Occurs when an individual assigns attributes to another solely on the stern of the others membership in a situation social or demographic category Halo effects be similar to stereotypes Occur when an individual generalizes about a variety 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 single out information that supports a prior belief but filters out contrary information Projection Ar ises out of a need to shelter ones own self-concept People assign to others the characteristics or feelings that they give themselves 4-89 Framing Frames Represent the subjective mechanism through which people evaluate and make sense out of situations Lead people to pursue or avoid subsequent actions Focus, shape and imprint the world around us Make sense of complex realities Define a person, event or process Impart meaning and significance 4-90 Types of Frames Substantive Outcome intake Process Identity Characterization Loss-Gain 4-91 How Frames Work in Negotiation Negotiators can use more than one frame Mismatches in frames between parties are sources of conflict Parties negotiate differently depending on the frame Specific frames may be credibly to be used with certain types of issues Particular types of frames may lead to particular types of agreements Parties are likely to assume a particular frame because of various factors 4-92 Interests, Rights, and major power 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 gear up, and what is fair Power people may wish to resolve a conflict on the basis of who is stronger 4-93 The Frame of an Issue Changes as the Negotiation Evolves Negotiators tend to argue for stock issues or concerns that are embossed 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 boilers suit negotiation Multiple agenda items operate to shape 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 controllable, at least to some degree Conversations change and transform frames in ways negotiators may not be able to predict 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 tendency to make systematic errors when they process information. These errors, collectively labeled cognitive biases, tend to impede negotiator performance. 4-96 Cognitive Biases irrational number escalation of commitment mythological fixed-pie beliefs Anchoring and adjustment Issue framing and risk Availability of information The winners curse Overconfidence The law of small numbers self-serving biases natural endowment effect Ignoring others cognitions thermolabile devaluation 4-97 Irrational Escalation of Commitment and Mythical Fixed-Pie Beliefs Irrational escalation of commitment Negotiators maintain commitment to a course of action even when that commitment constitutes irrational behavior Mythical fixed-pie b eliefs Negotiators assume that all negotiations (not just some) involve a fixed pie 4-98Anchoring and Adjustment and Issue Framing and adventure Anchoring and adjustment The effect of the standard (anchor) against which subsequent adjustments (gains or losses) are thrifty The anchor might be based on faulty or incomplete information, thus 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 cursorily on an item and then subsequently feel discomfort about a win that comes too easily 4-100 Overconfidence and the Law of tiny Numbers Overconfidence The tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually true The law of small numbers The tendency of people to draw conclusions from small sample sizes The small 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 talent Effect Self-serving biases People often explain another persons behavior by making attributions, either to the person or to the situation There is a tendency to Overestimate 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 ingest 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 pa rtys 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 incorporate manner within the team and with counterparts 4-104 Mood, Emotion, and Negotiation The distinction between humor and emotion is based on three characteristics Specificity Intensity Duration 4-105 Mood, Emotion, and Negotiation Negotiations create both autocratic and negative emotions Positive emotions generally 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 assist persistence 4-106 Mood, Emotion, and Negotiation Aspects of the negotiation process can lead to positive emotions Positive feelings result from fair procedures during negotiation Positive feelings result from genial social compariso n 4-107 Mood, Emotion, and Negotiation Negative 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 step forward 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 prospect of beginning a negotiation Effects of positive and negative emotion Positive feelings may generate negative outcomes Negative feelings may elicit beneficial outcomes Emotions can be used strategically as negotiation gambits CHAPTER SIX parley 4-110 disco urse in Negotiation conference 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 conformable or adaptive? Many negotiators prefer sticking 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 evidence that having more information does not automatically translate into better outcomes 4-113 How People Communica te n Negotiation Use of language operates at two directs Logical level (proposals, offers) Pragmatic level (semantics, syntax, style) Use of nonverbal communication Making eye contact Adjusting body position Nonverbally encouraging or reject 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 convey 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 subtle social and relative cues from transmitter to receiver 4-115 How to Improve Communication in Negotiation Three main techniques 1. The use of questions 2. Listening 3. Role reversal 4-116 How to Improve Communication in Negotiation Use of questions two basic categories Manageable ques tions cause attention or prepare the other persons mentation 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 duration 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 understand the other partys positions by actively arguing these positions until the other party is convinced that he or she is understood Impact and success of the role-reversal technique query suggests that role reversal is a useful son of a bitch 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 fatal 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 motive in negotiation arises from one of two perceptions 1. The negotiator believes he or she currently has less reason than the other party. 2. The negotiator be lieves he or she needs more exponent than the other party. -123 A Definition of Power an actorhas power in a given situation (situational power) to the degree that he can see 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 personalised 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 Po wer ground on Personality and Individual Differences Personal druthers Cognitive orientation course Ideologies about power Motivational orientation Specific motives to use power Disposition and skills Orientation to cooperation/competition Moral orientation Philosophical orientation to power use -127 Power ground on Position in an Organization Two major sources of power in an organization legitimise power which is grounded in the title, duties, and responsibilities of a job description and level within an organization hierarchy Power based on the control of resources associated with that position 4-128 Power found on Position in an Organization Two major sources of power in an organization permit power is derived from occupying a particular job, office, 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 m ay be acquired by birth, election or appointment or promotion 4-129 Power Based on Resource authorisation People who control resources have the capacity to give them to mortal who will do what they want, and withhold 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 Human capital conviction 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. Networks 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 Organizational Network uncaring Dyad Star Gatekeeper Liaison External Environment Linking stick Isolate 4-134 Power Based on Relationships Key aspects o f networks Tie chroma 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 cruciality and relevance Flexibility Visibility Membership in a densification 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 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 Constrain 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 viii moral philosophy in Negotiation 4-139 What Do We Mean 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 deform out of particular philosophies which Define the nature of the world in which we lie with Prescribe rules for living together 4-140 Resolving Moral Problems 4-141 Questions of Ethical expatriate that Arise in Negotiation Using ethically ambiguous tactic Its (mostly) all about the truth Identifying ethically ambiguous manoeuvre 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 exonerate that Arise in Negotiation Deception by omission versus commissioning