Negotiation Ch 1 Introduction [Sav Lecture]

11,180 views

Published on

Lecture slides from Negotiation Introduction (CH1)

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
11,180
On SlideShare
0
From Embeds
0
Number of Embeds
14
Actions
Shares
0
Downloads
424
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • 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
  • Negotiation Ch 1 Introduction [Sav Lecture]

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

    ×