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Negotiation Ch 1 Introduction [Sav Lecture]
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Negotiation Ch 1 Introduction [Sav Lecture]

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Lecture slides from Negotiation Introduction (CH1)

Lecture slides from Negotiation Introduction (CH1)

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  • 6. it helps people become more accurate and realistic in their self-appraisals.
  • 1 ContendingActors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes2 YieldingActors show little interest in whether they attain own outcomes, are quite interested in whether the other party attains their outcomes3 Inaction Actors show little interest in whether they attain own outcomes, little concern about whether the other party obtains their outcomes4 Problem solvingActors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes5 CompromisingActors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes

Transcript

  • 1. 1-1
    Course Introduction
    The Nature of Negotiation
    McGraw-Hill/Irwin
  • 2. Introduction
    1-2
    We do it every day…
  • 3. Negotiations
    Negotiations occur for several reasons:
    To agree on how to share or divide a limited resource
    To create something new that neither party could attain on his or her own
    To resolve a problem or dispute between the parties
    1-3
  • 4. Approach to the Subject
    Difference between Bargaining and Negotiation:
    Bargaining: often describes the competitive, win-lose situation
    Fixed pie
    Negotiation: refers to win-win situations
    Creating more value jointly than by ourselves
    1-4
  • 5. Three Important Themes
    The definition and the basic characteristics of negotiation situations
    Interdependence
    the relationship between people and groups that most often leads them to negotiate
    Understanding the dynamics of conflict and conflict management
    1-5
  • 6. 1-6
    Characteristics of aNegotiation Situation
    There are two or more parties
    There is a conflict of needs and desires
    Parties they think they can get a better deal (than by simply accepting what the other side offers them)
    Parties expect a “give and take” process
  • 7. 1-7
    Characteristics of a Good Negotiation Situation
    Parties search for agreement rather than:
    Fight openly -Capitulate (give in)
    Break off contact permanently (quit)
    Take their dispute to a third party (court)
    Successful negotiation involves:
    Management of tangibles (e.g., the price or the terms of agreement)
    Resolution of intangibles (the underlying psychological motivations)
    such as winning, losing, saving face
  • 8. Interdependence
    In negotiation, parties need each other to achieve their preferred outcomes or objectives…
    This mutual dependency is called interdependence
    Interdependent goals are an important aspect of negotiation
    Win-lose: I win, you lose
    Win-win: Opportunities for both parties to gain
    1-8
  • 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 relationships
    1-9
  • 10. 1-10
    Types of InterdependenceAffect Outcomes
    Interdependence and the situation shape processes and outcomes
    Zero-sum or distributive – one winner
    Non-zero-sum or integrative – mutual gains situation
  • 11. 1-11
    Alternatives Shape Interdependence
    Evaluating interdependence depends heavily on the alternatives to working together
    The desirability to work together is better for outcomes
    Best available alternative: BATNA (acronym for Best Alternative to a Negotiated Agreement)
  • 12. Mutual Adjustment
    Continues throughout the negotiation as both parties act to influence the other
    One of the key causes of the changes that occur during a negotiation
    The effective negotiator needs to understand how people will adjust and readjust and how the negotiations might twist and turn, based on one’s own moves and the other’s responses
    1-12
  • 13. 1-13
    Mutual Adjustment and Concession Making
    When one party agrees to make a change in his/her position, a concession has been made
    Concessions restrict the range of options
    When a concession is made, the bargaining range is further constrained
  • 14. 1-14
    Two Dilemmas in Mutual Adjustment
    Dilemma of honesty
    Concern about how much of the truth to tell the other party
    Dilemma of trust
    Concern about how much negotiators should believe what the other party tells them
  • 15. Value Claiming and Value Creation
    Opportunities 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 object is to have both parties do well
    1-15
  • 16. 1-16
    Value Claiming and Value Creation
    Most actual negotiations are a combination of claiming and creating value processes
    More of one approach than the other
    Versatile in their use of both major strategic approaches
    Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/ competitive than they really are
  • 17. 1-17
    Value Claiming and Value Creation
    Negotiator’s value differences include:
    Differences in interest
    Differences in judgments about the future (perceptions)
    Differences in risk tolerance
    Differences in time preferences
  • 18. 1-18
    Conflict
    Conflict may be defined as a:
    "sharp disagreement or opposition"
    and includes…
    "the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously"
  • 19. Levels of Conflict
    Intrapersonal or intra-psychic conflict  
    Conflict that occurs within an individual
    We want an ice cream cone badly, but we know that ice cream is very fattening
    Interpersonal conflict  
    Conflict is between individuals
    Conflict between bosses and subordinates, spouses, siblings, roommates, etc.
    1-19
  • 20. Levels of Conflict
    Intra-group Conflict  
    Conflict is within a group
    Among team and committee members, within families, classes etc.
    Inter-group Conflict  
    Conflict can occur between organizations, warring nations, feuding families, or within splintered, fragmented communities
    These negotiations are the most complex
  • 21. Functions (Dysfunctions) of Conflict
    Raises organizational members awareness through discussion.
    Promises organizational change and adaptation.
    Strengthens relationships and heightens morale.
    Promotes awareness of self and others.
    Enhances personal development.
    Encourages psychological development
    Can be stimulating and fun.
    Competitive, win-lose goals
    Misperception and bias
    Emotionality
    Decreased communication
    Blurred issues
    Rigid commitments
    Magnified differences, minimized similarities
    Escalation of conflict
  • 22. The Dual Concerns Model
    1-22
  • 23. Styles of Conflict Management
    1 Contending
    Actors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes
    2 Yielding
    Actors show little interest in whether they attain own outcomes, are quite interested in whether the other party attains their outcomes
    3 Inaction
    Actors show little interest in whether they attain own outcomes, little concern about whether the other party obtains their outcomes
    1-23
  • 24. Styles of Conflict Management
    4 Problem solving
    Actors show high 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
    1-24