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Review exam1 us_2011

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Review exam1 us_2011

  1. 1. Review<br />
  2. 2. Explain Successful Negotiations<br />Dual Concerns Model<br />Ting Toomy<br />
  3. 3. Tactics / Strategies<br />Red / Blue<br />Soft / Hard<br />Principled / positions<br />Patience<br />Good Cop / Bad Cop<br />Logrolling<br />Bogey<br />Snowball<br />Chicken<br />Boulwarism<br />
  4. 4. The Dual Concerns ModelEl modelo dual de las preocupaciones<br />05/09/08<br />4<br />
  5. 5. Facework<br /><ul><li>Face Saving Fish
  6. 6. “Face giving”
  7. 7. “Face restoration”</li></ul>05/09/08<br />5<br />
  8. 8. Revised Conflict Map<br />05/09/08<br />6<br />
  9. 9. Four Key Concepts<br /><ul><li>BATNA.
  10. 10. Reservation Price.
  11. 11. ZOPA.
  12. 12. Value Creation through Trades.</li></ul>05/09/08<br />7<br />
  13. 13. Distributive Concepts<br /><ul><li>Resistance Point.
  14. 14. BATNA/ MAAN.
  15. 15. ZOPA.
  16. 16. Range.
  17. 17. Frame.
  18. 18. Anchor.
  19. 19. Concession.
  20. 20. Leverage.
  21. 21. Punto de la resistencia.
  22. 22. BATNA/MAAN.
  23. 23. ZOPA.
  24. 24. Gama.
  25. 25. Marca.
  26. 26. Ancla.
  27. 27. Concesión.
  28. 28. Palancada. </li></ul>05/09/08<br />8<br />
  29. 29. Single Text Negotiation<br /><ul><li>Mediation that employs the use of a single document.
  30. 30. Ties in the often wide-ranging interests of stakeholders in a conflict.
  31. 31. Parties to the conflict add, subtract and refine the text, which represents a "placeholder agreement".
  32. 32. Mediación que emplea el uso de un solo documento.
  33. 33. Lazos en los intereses a menudo vastos de tenedores de apuestas en un conflicto.
  34. 34. Los partidos al conflicto agregan, restan y refinan el texto, que representa un "acuerdo del placeholder". </li></ul>05/09/08<br />9<br />
  35. 35. Negotiation Jujitsu<br />Look behind position to identify interests.<br />When bargainer attacks your ideas, invite criticism.<br />Use their negative judgments to find out their underlying interests. <br />Improve your ideas from their point of view.<br />Channel criticism in a constructive direction.<br />Turn situation around and asking for opponent’s advice—“what would you do in this situation?”<br />Mire detrás de la posición para identificar intereses. <br />Cuando el bargainer ataca sus ideas, invite la crítica. <br />Utilice sus juicios negativos para descubrir sus intereses subyacentes. <br />Mejore sus ideas desde su punto de vista. <br />Acanale la crítica en una dirección constructiva. <br />Dé vuelta a la situación alrededor y pidiendo el consejo-"what del opositor usted haría en esta situación?"<br />3/3/2011<br />
  36. 36. Bias<br />Perception<br />Motivation<br />Extremism<br />Reactive Devaluation Bias<br />Fundamental Attribution Error<br />Coercion Bias<br />Self-Enhancement<br />Egocentric Bias (Fairness)<br />Self-affirmation theory<br />Closure<br />Cooperation<br />Accountability(constituent)<br />Decision-making vigilance<br />
  37. 37. Examples<br />Fisher<br />Lewicki<br />Kennedy<br />Law of Sea<br />Sadat<br />Nasar<br />Gift of the Magi (ch 1)<br />Bill Richardson<br />Leigh Steinberg<br />Chinese Frames<br />Middle East Frames<br />

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