2011.01 International Negotiation
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This document provides an overview of key concepts in negotiation and conflict resolution: 1. It discusses dysfunctions that can arise in conflicts like misperception, decreased communication, and magnified differences. 2. It introduces the Dual Concerns Model which illustrates different negotiation strategies based on concerns for self and others. 3. It contrasts argumentation, which uses logical arguments to change views, with persuasion, which uses rationality plus social and psychological forces. 4. It describes different cultural approaches to conflicts between individualistic cultures that emphasize individual goals and collectivist cultures focused more on relationships. 5. Facework strategies for preserving self-image differ between cultures prioritizing inclusion of others
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International Negotiation UR 03
Isabella, who has worked as an executive assistant to Martina for 10 years, is considering looking for a new position that pays more money. Martina has not given Isabella a raise in 3 years. Martina is worried about losing Isabella but her company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. They will take on the roles of Isabella and Martina, with a third person observing and taking notes on the negotiation.
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Isabella, who has worked as an executive assistant to Martina for 10 years, is considering looking for a new position that pays more money. Martina has not given Isabella a raise in 3 years. Martina is worried about losing Isabella but her company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. They will take on the roles of Isabella and Martina, with a third person observing and taking notes on the negotiation.
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The document discusses various challenges that can arise in negotiations, including dysfunctions, misperception and bias, decreased communication, and magnified differences. It notes that arguing over positions is an ineffective way to negotiate for three key reasons: it triggers competitive processes, blurs the real issues, and leads to rigid commitments. The human element can both help and harm negotiations through emotionality and perceptions of the other side.
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Module 11 - Negotiation
What's the benefit of studying this topic?
Working, perhaps living in different countries, means multiple levels of negotiation. Holding an awareness of cultural impact in your negotiations will enable you to be open and effective. This mindset sets you up for success in a global, interconnected work life.
Readings:
· Adler Ch 9 emphasizes specifics of different negotiation styles likely tied to a range of cultural values
· Adler Ch 10 explores cultural transitions when living in different countries
· Adler Ch 11 suggests an important role for your spouse as you/your family adventure across country borders and cultural values. Although US-centric culture often omits an emphasis on family, when managing professional advancement, family goals are emphasized in other cultures, and underpin important career negotiations.
· Lecture 11 (below)
Review:
· Power Point offers insights on the qualities of a good negotiator, and a checklist for managing the negotiation environment. (Scroll down to locate power point).
· Select 1 video clip or more, to add ideas. (See last section at the end of this web page).
Module 11Negotiations in Multi-Cultural Settings to Bring It All Together
Introduction: Setting the Stage
Keep three key areas in mind discussed in other modules: ethics, motivation, and decision making. Think about how the ideas within these earlier topics also impact conflict and negotiation. The course elements are inter-related -- leadership is about many differing areas of importance in an integrated way.
But a leader must be an agent of change. As a change agent, he or she will navigate through conflict and negotiations in making decisions. Change is improved with effective management of conflict in the organization.
Along with conflicts and negotiating them to solutions, comes stress–let's spend a minute thinking about what stress can do.
Take the use of steel in construction. Steel is a durable, yet flexible material that can accept much stress; enabling stability in a building. The benefit over wood is that in a fire, the stress of the heat won't cause damage as quickly. Yet, should the stress be overwhelming on an increasing basis, the steel too, will cease to function; and the building will fall. Stress is generally a good thing; it allows the building to settle, and it absorbs the effects of weather; but too much stress is not healthy for the building or for leaders and workers. In managing conflict negotiations well, you as a leader will need to also balance time, pace, and communication to find the right level of stress.
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Conflict: Difference of view points, opposing perspectives, or a disagreement. As a conflict deepens there is growing understanding of harmful risk and expanded resistance to seeing other opinions.
Negotiation: A process for determining agreement and cooperation. This process is not a bad thing or situation. The need to negotiate suggests awareness that something ca ...
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Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
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Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the past 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
International Negotiation 03 Sabana
Isabella has worked as Martina's executive assistant for 10 years, often working overtime without a raise for 3 years. Martina is worried about losing Isabella but her company has not turned a profit in 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. The observer will take notes on the negotiation.
Team work & performance
Teamwork requires navigating conflicts that arise from cultural differences. Effective conflict resolution involves understanding one's own culture, learning about others' expectations, checking assumptions, and asking questions. It is important to listen without judgment and treat others as they wish to be treated. All interactions have a cross-cultural element, so cultural awareness skills should be applied universally. Addressing conflicts constructively and increasing cultural understanding can help teams perform better.
Negotiating at a glance
This document provides an overview of key concepts and strategies for effective negotiation. It discusses the importance of understanding interests rather than positions, discovering common and differing interests, and creating value through innovative options. It also covers preparation, alternatives to no deal, standards and criteria, communication, perceptions, sources of power, and dealing with difficult negotiators. The overall message is that negotiation requires flexibility, active listening, understanding multiple perspectives, and finding solutions that satisfy all parties.
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The document discusses strategies for effective negotiation. It emphasizes the importance of preparation, understanding interests rather than positions, building trust, and focusing on mutual gains. Key points include spending time planning, considering both sides' needs, finding common ground and win-win solutions, seeing issues from the other perspective, separating positions from underlying interests, and providing an acceptable way for the other side to agree to a solution. The goal is using communication strategies like active listening, open questions, and asserting needs to find outcomes that address both parties' wants.
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The document provides guidance on negotiation skills and strategies. It discusses that negotiation is a process of finding a compromise where both parties get something they want. Effective negotiation uses a "purple" strategy of both asserting one's own interests but also considering the other party's interests. The negotiation process involves four phases - planning, debating, proposing, and bargaining. During the planning phase, it is important to understand both parties' objectives and interests. In the debating phase, listening is key and one should question positions to understand them rather than make accusations. The overall approach emphasizes finding mutually beneficial solutions over winning at the other's expense.
Secrets Of Power Negotiating
The document discusses the concepts and techniques of power negotiating. It defines power negotiating as winning at the negotiating table while making the other person feel they have won. Some key points covered include overstating initial demands to establish a higher baseline, using techniques like "why not" to apply pressure, developing alternatives to increase leverage, understanding different sources of power, and adjusting approaches for cross-cultural negotiations. A case study example demonstrates how understanding negotiation strategies is important to avoid being taken advantage of in discussions.
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This document discusses negotiation reflection and strategies for effective negotiation. It provides tips for being well-prepared, sticking to principles, not being intimidated, acknowledging strengths in other proposals, controlling the negotiation process, and finding common ground. Successful negotiation requires careful consideration of all elements, keeping perspective, and fairness. Different approaches to negotiation are discussed, including competitive, cooperative, and compromise approaches.
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This document discusses skills for persuading, negotiating, and influencing others. It explains that persuading involves convincing others to take action, negotiating involves reaching mutually agreeable agreements, and influencing encompasses both. The document provides tips for each skill, such as focusing on others' needs, using logical arguments, and subtly complimenting others. It also discusses laws of influence, such as reciprocity, authority, and social proof. The overall message is that these skills are important for many jobs and situations, and one must understand different negotiation strategies to be effective.
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1. The document discusses culture and negotiation strategies across different countries including Germany, the United States, the United Kingdom, Japan, and Brazil.
2. It notes that Germans value truth and directness over diplomacy, while Americans can seem friendly but ask personal questions. British people use diplomatic language and humor.
3. Communication in Japan involves subtlety and nuance, with minimal body language. Brazilians emphasize oral communication and tactile interactions with eye contact.
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This document summarizes a presentation on investigative negotiation techniques. It outlines four types of negotiation and focuses on investigative negotiation. The presentation describes five principles of investigative negotiation: understanding why counterparts want something, seeking to understand and mitigate constraints, interpreting demands as opportunities, creating common ground with adversaries, and continuing investigation even if a deal seems lost. Examples are provided to illustrate each principle. The document also discusses tactics for obtaining information from distrustful negotiators, such as sharing information reciprocally, negotiating multiple issues simultaneously, and making multiple offers at once. In conclusion, effective negotiation relies on understanding the other side's interests and obtaining information.
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Eugene, Oregon is known for its industries in Nike, the University of Oregon, engineering and glassblowing. The largest employers are the University of Oregon, PeaceHealth Medical Group, Lane County, Eugene School District 4J and Springfield Public Schools. Exports from Oregon include integrated circuits, machinery for making semiconductors, wheat and potassium chloride. Eugene has a startup accelerator that provides resources, funding, mentoring and coaching to local startups. The city has a lifestyle centered around its natural environment and residents enjoy an excellent quality of life, though opportunities for startups are limited and costs of living are average.
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2011.02.negotiation 02
The document discusses various challenges that can arise in negotiations, including dysfunctions, misperception and bias, decreased communication, and magnified differences. It notes that arguing over positions is an ineffective way to negotiate for three key reasons: it triggers competitive processes, blurs the real issues, and leads to rigid commitments. The human element can both help and harm negotiations through emotionality and perceptions of the other side.
Module 11 - NegotiationWhats the benefit of studying this t.docx
Module 11 - Negotiation
What's the benefit of studying this topic?
Working, perhaps living in different countries, means multiple levels of negotiation. Holding an awareness of cultural impact in your negotiations will enable you to be open and effective. This mindset sets you up for success in a global, interconnected work life.
Readings:
· Adler Ch 9 emphasizes specifics of different negotiation styles likely tied to a range of cultural values
· Adler Ch 10 explores cultural transitions when living in different countries
· Adler Ch 11 suggests an important role for your spouse as you/your family adventure across country borders and cultural values. Although US-centric culture often omits an emphasis on family, when managing professional advancement, family goals are emphasized in other cultures, and underpin important career negotiations.
· Lecture 11 (below)
Review:
· Power Point offers insights on the qualities of a good negotiator, and a checklist for managing the negotiation environment. (Scroll down to locate power point).
· Select 1 video clip or more, to add ideas. (See last section at the end of this web page).
Module 11Negotiations in Multi-Cultural Settings to Bring It All Together
Introduction: Setting the Stage
Keep three key areas in mind discussed in other modules: ethics, motivation, and decision making. Think about how the ideas within these earlier topics also impact conflict and negotiation. The course elements are inter-related -- leadership is about many differing areas of importance in an integrated way.
But a leader must be an agent of change. As a change agent, he or she will navigate through conflict and negotiations in making decisions. Change is improved with effective management of conflict in the organization.
Along with conflicts and negotiating them to solutions, comes stress–let's spend a minute thinking about what stress can do.
Take the use of steel in construction. Steel is a durable, yet flexible material that can accept much stress; enabling stability in a building. The benefit over wood is that in a fire, the stress of the heat won't cause damage as quickly. Yet, should the stress be overwhelming on an increasing basis, the steel too, will cease to function; and the building will fall. Stress is generally a good thing; it allows the building to settle, and it absorbs the effects of weather; but too much stress is not healthy for the building or for leaders and workers. In managing conflict negotiations well, you as a leader will need to also balance time, pace, and communication to find the right level of stress.
At-a-glance Definitions:
Conflict: Difference of view points, opposing perspectives, or a disagreement. As a conflict deepens there is growing understanding of harmful risk and expanded resistance to seeing other opinions.
Negotiation: A process for determining agreement and cooperation. This process is not a bad thing or situation. The need to negotiate suggests awareness that something ca ...
International Negotiation 04
The document discusses frames in international negotiation. It identifies 7 key frames or categories of experience: 1) substantive issues, 2) desired outcomes, 3) broader interests, 4) conflict management process, 5) identities, 6) characterizations of the other party, and 7) views of risks in potential outcomes. It also discusses traps that can occur when parties are blind to each other's frames, and the use of dialogue to reframe intractable conflicts by establishing common ground and enhancing the appeal of alternative options.
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The document provides guidance on negotiation skills and the negotiation process. It discusses preparing for negotiation by understanding what each party wants, their strengths and weaknesses. It also discusses the different phases of negotiation - planning, debating issues, proposing solutions, and bargaining to reach an agreement. During the debate phase, it's important to listen, ask questions to understand the other perspective, and look for areas of agreement rather than arguing opposing views. The goal is to find a mutually beneficial solution to meet both parties' needs.
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Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
Neg us 2011.03
Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the past 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
International Negotiation 03 Sabana
Isabella has worked as Martina's executive assistant for 10 years, often working overtime without a raise for 3 years. Martina is worried about losing Isabella but her company has not turned a profit in 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. The observer will take notes on the negotiation.
Team work & performance
Teamwork requires navigating conflicts that arise from cultural differences. Effective conflict resolution involves understanding one's own culture, learning about others' expectations, checking assumptions, and asking questions. It is important to listen without judgment and treat others as they wish to be treated. All interactions have a cross-cultural element, so cultural awareness skills should be applied universally. Addressing conflicts constructively and increasing cultural understanding can help teams perform better.
Negotiating at a glance
This document provides an overview of key concepts and strategies for effective negotiation. It discusses the importance of understanding interests rather than positions, discovering common and differing interests, and creating value through innovative options. It also covers preparation, alternatives to no deal, standards and criteria, communication, perceptions, sources of power, and dealing with difficult negotiators. The overall message is that negotiation requires flexibility, active listening, understanding multiple perspectives, and finding solutions that satisfy all parties.
Resolving Workplace Conflicts Effectively
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
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The document discusses strategies for effective negotiation. It emphasizes the importance of preparation, understanding interests rather than positions, building trust, and focusing on mutual gains. Key points include spending time planning, considering both sides' needs, finding common ground and win-win solutions, seeing issues from the other perspective, separating positions from underlying interests, and providing an acceptable way for the other side to agree to a solution. The goal is using communication strategies like active listening, open questions, and asserting needs to find outcomes that address both parties' wants.
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The document provides guidance on negotiation skills and strategies. It discusses that negotiation is a process of finding a compromise where both parties get something they want. Effective negotiation uses a "purple" strategy of both asserting one's own interests but also considering the other party's interests. The negotiation process involves four phases - planning, debating, proposing, and bargaining. During the planning phase, it is important to understand both parties' objectives and interests. In the debating phase, listening is key and one should question positions to understand them rather than make accusations. The overall approach emphasizes finding mutually beneficial solutions over winning at the other's expense.
Secrets Of Power Negotiating
The document discusses the concepts and techniques of power negotiating. It defines power negotiating as winning at the negotiating table while making the other person feel they have won. Some key points covered include overstating initial demands to establish a higher baseline, using techniques like "why not" to apply pressure, developing alternatives to increase leverage, understanding different sources of power, and adjusting approaches for cross-cultural negotiations. A case study example demonstrates how understanding negotiation strategies is important to avoid being taken advantage of in discussions.
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This document discusses negotiation reflection and strategies for effective negotiation. It provides tips for being well-prepared, sticking to principles, not being intimidated, acknowledging strengths in other proposals, controlling the negotiation process, and finding common ground. Successful negotiation requires careful consideration of all elements, keeping perspective, and fairness. Different approaches to negotiation are discussed, including competitive, cooperative, and compromise approaches.
Persuading, influencing and negotiating skills
This document discusses skills for persuading, negotiating, and influencing others. It explains that persuading involves convincing others to take action, negotiating involves reaching mutually agreeable agreements, and influencing encompasses both. The document provides tips for each skill, such as focusing on others' needs, using logical arguments, and subtly complimenting others. It also discusses laws of influence, such as reciprocity, authority, and social proof. The overall message is that these skills are important for many jobs and situations, and one must understand different negotiation strategies to be effective.
Culture and negotiation
1. The document discusses culture and negotiation strategies across different countries including Germany, the United States, the United Kingdom, Japan, and Brazil.
2. It notes that Germans value truth and directness over diplomacy, while Americans can seem friendly but ask personal questions. British people use diplomatic language and humor.
3. Communication in Japan involves subtlety and nuance, with minimal body language. Brazilians emphasize oral communication and tactile interactions with eye contact.
Investigative negotiation
This document summarizes a presentation on investigative negotiation techniques. It outlines four types of negotiation and focuses on investigative negotiation. The presentation describes five principles of investigative negotiation: understanding why counterparts want something, seeking to understand and mitigate constraints, interpreting demands as opportunities, creating common ground with adversaries, and continuing investigation even if a deal seems lost. Examples are provided to illustrate each principle. The document also discusses tactics for obtaining information from distrustful negotiators, such as sharing information reciprocally, negotiating multiple issues simultaneously, and making multiple offers at once. In conclusion, effective negotiation relies on understanding the other side's interests and obtaining information.
Investigative negotiation
This document summarizes a presentation on investigative negotiation techniques. It outlines four types of negotiation and focuses on investigative negotiation. The presentation describes five principles of investigative negotiation: understanding why counterparts want something, seeking to understand and mitigate constraints, interpreting demands as opportunities, creating common ground with adversaries, and continuing investigation even if a deal seems lost. Examples are provided to illustrate each principle. The document also discusses tactics for obtaining information from distrustful negotiators, such as sharing information reciprocally, negotiating multiple issues simultaneously, and making multiple offers at once. In conclusion, effective negotiation relies on understanding the other side's interests and obtaining information.
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This document discusses several key concepts in geopolitics including Mackinder's Heartland Theory which argues that controlling Eastern Europe allows control of the world. It also defines supranational organizations like the EU and UN as separate entities formed by states for mutual benefit. Finally, it outlines some unique aspects of the EU such as its multifaceted governance structure and optional membership driven by economic incentives.
Neg 2019.2d
The document discusses research on skilled negotiators and how they differ from average negotiators in their planning and approach. Some key findings include: 1) Skilled negotiators take a long-term approach to planning rather than focusing on short-term issues. 2) They consider a wider range of options rather than fixating on a single outcome. 3) Skilled negotiators set flexible limits in terms of ranges rather than rigid limits.
Euro2
This document discusses various aspects of European culture, history, and communication styles. It provides information on topics like multiculturalism in Europe, the spread of European influence through colonization and imperialism, key events in European history like the Renaissance, Reformation, Industrial Revolution, and World Wars, as well as analysis of trust levels, leadership styles, and communication patterns in different European countries. The document also describes some notable European cultural landmarks and features of the built landscape.
American2019.2.2
This document provides an overview of American culture and history. It discusses stereotypes about Americans, key cultural values like individuality and independence, and communication norms. It also covers the role of geography in shaping American culture, laws and rules immigrants should know, and how the population of North America declined after European contact.
Im2019.2.5
This document discusses several international business theories and concepts. It begins with an overview of the Uppsala internationalization model and the transaction cost analysis model. It then discusses born global firms, the OLI framework, Porter's diamond model, and national competitiveness clusters. Additional sections cover Huawei's history, forms of government influence, local content laws, import restrictions, and tax controls. The document provides examples and diagrams to illustrate various international business theories.
American2019.2.2
The document provides an overview of American culture and some key aspects of studying American culture, including:
- American culture values individuality and independence, with direct communication styles and an emphasis on timeliness.
- The U.S. was historically described as a "melting pot" but is now seen as more of a "salad bowl," where different cultures maintain their identities within American society.
- Key aspects of American culture include an emphasis on self-reliance, assertiveness, and the belief that hard work leads to success. Punctuality and respect are highly valued in communication and social interactions.
Im2019.2.4
1. The Uppsala internationalization model proposes that firms gradually increase their international involvement through incremental steps of no regular exporting, using independent representatives, establishing sales subsidiaries, and finally production subsidiaries in foreign markets. This allows firms to take a gradual approach and manage risk.
2. Transaction cost analysis theory suggests that firms should internalize activities through wholly owned subsidiaries when the transaction costs of using external organizations are too high.
3. Porter's diamond framework analyzes the national environment using factors of demand conditions, related and supporting industries, firm strategy/rivalry, and factor conditions that influence the competitiveness of industries within that nation.
Im2019.2 weekthree
This document discusses several theories of internationalization:
1) The Uppsala internationalization model proposes that firms gradually increase their foreign market commitment and geographic diversification over time, starting with no regular exports and progressing to foreign production and sales subsidiaries.
2) The transaction cost analysis model suggests that firms will choose to internalize activities through wholly-owned subsidiaries if the transaction costs of using external organizations are too high.
3) Other internationalization theories discussed include the OLI paradigm, born global firms, and factors influencing national competitiveness like openness to trade and quality of business environment regulations.
Neg 2019.2 week3
The document discusses various concepts related to negotiation including the dual concerns model, different negotiation styles, and the importance of framing and perception in negotiation. It also provides tips for managing trust and distrust in negotiation contexts. Key terms like BATNA, tactics, and strategies are defined. Different types of bargaining like distributive and integrative are explained. Common mistakes in negotiation are outlined and anchoring is illustrated through examples of opening offers.
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2011.01 International Negotiation
- 2. Class 1 Review Dysfunctions Competitive processes. Misperception and bias. Emotionality Decreased communication. Blurred issues. Rigid commitments. Magnified differences, minimized similarities. Escalation of the conflict.
- 3. The Dual Concerns Model 05/09/08 3
- 4. Discussion: Fisher Questions What are 2 standard negotiating strategies? According to Fisher, what is a wise agreement List 3 reasons and explain them why the author rejects arguing over positions as a way to negotiate. How can the human element help or harm negotiations? How will perception of the other side help in negotiations? How can your own perceptions influence negotiations? Why should you give your interests and reasoning first and your conclusions and proposals later?
- 6. Presenting facts and data in logically sound ways in order to persuade someone to change belief or behavior.
- 7. Persuasion.
- 8. A delicate mix Of:
- 10. Social forces;
- 12. Rhetoric.
- 13. Argumentación.
- 14. Presentación de hechos y de datos de maneras lógicamente sanas para persuadir alguien de cambiar creencia o comportamiento.
- 15. Persuasión.
- 16. Una mezcla delicada de:
- 21. Ting Toomy
- 22. El modelo dual de laspreocupaciones 05/09/08 7 Problem Solving Colaborador Accommodating Adaptarse Preocupación por otra Poco Mucho Compromising Compromiso Contending Competetivo Inaction/Avoid Evitar Poco Mucho Preocupación por yo mismo
- 24. You might work to save your own face.
- 25. You might work to help save another’s face.
- 26. Face is an important concept in conflict negotiations.
- 27. La ahorra cara está evitando la verguenza.
- 28. Usted puede ser que trabaje para ahorrar su propia cara.
- 29. Usted puede ser que trabaje para ayudar excepto cara de otra persona.
- 30. La cara es un concepto importante en negociaciones del conflicto.05/09/08 8
- 32. “we” oriented perspective that emphasizes relationships.
- 33. Individualism
- 34. “I” oriented perspective that emphasizes individualism.
- 35. Different ways of defining self, goals and duty.
- 36. Collectivism.
- 37. “nosotros" orientamos la perspectiva que acentúa relaciones.
- 38. Individualismo
- 39. "I" orientó la perspectiva que acentúa individualismo.
- 40. Diversas maneras de definir uno mismo, metas y deber.05/09/08 9
- 42. “Face restoration” is the facework strategy used to stake out a unique place in life, preserve autonomy, and defend against loss of personal freedom (individualism).
- 43. “Cara que da" es la estrategia del facework usada para defender y para apoyar la necesidad de otra persona de la inclusión (collectivism).
- 44. “Cara de la restauración" es la estrategia del facework usada para estacar fuera de un lugar único en vida, para preservar la autonomía, y para defenderla contra pérdida de libertad personal (individualismo).05/09/08 10
- 45. Revised Conflict Map 05/09/08 11
- 46. Negotiation Role Play Ronaldo wants to start a nightclub in an old warehouse near the edge of a residential area with several apartment buildings. Ronaldo has purchased the property and has all of the necessary permits to begin construction on his nightclub. The representative of the residents of the apartments is concerned that a nightclub will play loud music and the patrons of the nightclub might drink too much and become a nuisance in the neighborhood. Ronaldo arranges a meeting with the representative of the residents of the apartments to negotiate terms of an agreement so that he can build his nightclub without causing problems with the residents. Role 1: Ronaldo Role 2 Alfonso (Representative of Apartment)
- 47. Key Concepts 05/09/08 13
- 48. For next week Fisher through CH 6 What is a wise agreement Law of the Sea Negotiation Kennedy and Nuclear Test Band Treaty Nasar and Israel Fisher through CH 6 One text negotiation Carter Circle Model for creating Options Perceptions Sadat and Israel