BSL 4160, NegotiationConflict Resolution 1 Course Le.docx

BSL 4160, Negotiation/Conflict Resolution 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
2. Explain the differences between two-party and multi-party
negotiations.
2.1 Describe two-party, coalitions, and multi-party negotiations,
including real-world examples.
2.2 Identify the role “groupthink” played in the Challenger and
how it could have been prevented.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 11: Agents, Constituencies, and Audiences, pp. 347-
348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit VII Essay
2.2

Unit Lesson
Chapter 11: Agents, Constituencies, and Audiences, pp. 347-
348, 363-381
Unit VII Essay
Reading Assignment
Chapter 11: Agents, Constituencies, Audiences, pp. 347-348,
363-381
Unit Lesson
The unit lessons for this course are presented through
interactive presentations. To view the presentation,
click on the below link. Once you are finished reading the slide,
click on the “next” button on the bottom right
of the slide. To go to a previous slide, click “back.” Some slides
contain interactive elements that open
additional boxes when you roll your mouse over an element on
the slide. These elements are indicated
throughout the presentation.
Click here to access the Unit VII Lesson.

UNIT VII STUDY GUIDE
Multi-Party Negotiation
https://online.columbiasouthern.edu/bbcswebdav/xid-
70629743_1
UNIT x STUDY GUIDE
Title
Suggested Reading
If you would like additional information regarding the textbook
readings, consider reviewing the Chapter
Presentations below:
Click here to access the Chapter 11 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 11
Presentation.
Presentation.
Presentation.
In order to access the following resources, click the links

below.
If you would like to learn more information about behavioral
tendencies and the concepts discussed in this
unit, consider reading the article below.
Dee, J. (1996). Ireland on the brink. Canadian Dimension,
30(4), 33+. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://s
earch.ebscohost.com/login.aspx?direc
t=true&db=a9h&AN=9607292545&site=ehost-live&scope=site
In the unit lesson, the Space Shuttle Challenger was introduced,
and you will continue with that example in
the Unit VII Essay. If you are interested in learning more about
the Challenger disaster, consider watching the
video below that introduces how groupthink contributed to the
explosion. This particular video is a trainer to a
full movie. The link to the full movie is included in the link
below:
CRM Learning, L.P. (2013). Groupthink [Video file]. Retrieved
from
https://www.youtube.com/watch?v=SBw0ased8Sw
70627385_1
70627501_1
70627386_1
70627502_1

70627387_1
70627503_1
earch.ebscohost.com/login.aspx?direct=true&db=a9h&AN=9607
292545&site=ehost-live&scope=site
earch.ebscohost.com/login.aspx?direct=true&db=a9h&AN=9607
292545&site=ehost-live&scope=site
https://www.youtube.com/watch?v=SBw0ased8Sw
Running head: NEGOTIATION
1
NEGOTIATION
5
Negotiation Guide
Name
Course Name
Institute Name
Date
In business communication, it is essential to avoid any kind of
conflict and choose an alternative that suits you and the other

party as well for the peaceful commencement of business.
Negotiation is very necessary because it helps the business to be
succeeded and also helps organizations to develop good
relationships in the business world. In this way, the mutual
benefit can be achieved (Lewicki et al., 2016). Negotiation
should be planned ahead and at the same time, the following
steps should be followed while planning the negotiating terms
because it is always better to be prepared for what is to come.
In this assignment, each step of the negotiating planning will be
discussed with the assistance of the real-world problem. The
objective of this negotiation is to maintain the profit margin for
each party.
Negotiating Goal: The first step is to decide the major objective
or goal of the negotiating. For example, a firm wants its
suppliers to reduce the amount of a single product to 800
dollars. Their goal would be to ask for the price reduction and
to maintain their profit margin in their supplies.
Major Issues: Major issues constitute the problems that may
arise during the negotiating deal. In this case, the suppliers
want their price to be 1000 dollars per product and they do not
want their product to be sold at a lower price to gain the profit
margin.
Bargaining Mix: The bargaining mix contains the issues that are
up for negotiation from both parties (Steele & Beasor, 1999). In
this example, the price expectations of both parties are the
problem that needs a solution. For both parties, their price
demand is important because of their business.
Interests: It is the underlying concern behind the goal of each
party. For example, in this case, both parties want to achieve
profit in their sales and purchasing by bargaining on the price.
Just like every business, the profit margin is a major concern
here.
Alternatives: The best alternative in case of failure of
negotiation is to find a middle ground for both parties which
will be beneficial for each of them. In this case, the firm can
ask the supplier to fix the price at 900 dollars per product which

will be close to each party’s demand. They can also ask
suppliers to supply more products per month. In this way, the
dependence on other suppliers will be reduced and it will be
beneficial for the supplier as well because of the increased sale
of their products.
Limits: The resistance point the point beyond which, the
negotiation cannot be discussed. The resistance point, in this
case, is the price of more than 900 dollars because the company
cannot afford the little margin in their profit gains. For a
successful business, they need to gain more profit.
Other Party’s Goals: For negotiation, it is important to
understand the expectations and demands of another party as
well. In this case, another party also wants profit in their
business and their resistance point is to lower the margin of
their profit from 900. The major issue is the profit margin for
both buyers and suppliers.
Target and Opening Bid: The target is the point where a
company wants the conclusion of the negotiation. Their target
would be to set the price at 900 dollars per product with an
increased quantity of the products per month. It will be
beneficial for the suppliers as well. Their opening bid would be
to demand the price of product 800 but through negotiation, 900
would be their resistance point and they will not increase the
price any further.
Social Context: While negotiating, it is important to value and
respect the social context of the culture or the business world. It
helps in creating a better reputation and it includes the
following norms, culture, habits, laws and religious bindings. In
this deal, the social context is to not undermine the interest of
the partner that you are dealing with, which is the norm and
culture of the business world as well. That is why; they will
keep the interests of another party in mind as well.
Presentation: The presentation of negotiation is a very
important part that concludes the success or failure of the deal.
Their first objective will be to make other parties feel that they
understand their concerns as well. They would talk about

fulfilling their interests and gaining mutual benefit out of it.
Their strategy would be to make them understand the benefits of
this deal and to focus less on their own benefits or concerns.
References
Lewicki, R. J., Barry, B., & Saunders, D. M. (2016). Essentials
of negotiation. McGraw-Hill Education.
Steele, P., & Beasor, T. (1999). Business negotiation: A
practical workbook. Gower Publishing, Ltd..
© 2015 by McGraw‐Hill Education. This is proprietary material
solely for authorized instructor use. Not authorized for sale or d
istribution in any manner.
This document may not be copied, scanned, duplicated, forward
ed, distributed, or posted on a website, in whole or part.
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY

ed, distributed, or posted on a website, in whole or part. 16-1
Chapter 16
INTERNATIONAL AND
CROSS‐CULTURAL NEGOTIATION
16-2
INTERNATIONAL NEGOTIATION:
ART AND SCIENCE
International negotiations are much more complex
than domestic negotiations. They challenge the
negotiators to understand the science of negotiation
while developing their artistry.

• The science of negotiation provides research evidence to
support broad trends that often, but not always, occur during
negotiation.
• The art of negotiation is deciding which strategy to
apply when, and choosing which models and
perspectives to apply to increase cross‐cultural
understanding. 16-3
WHAT MAKES INTERNATIONAL
NEGOTIATIONS DIFFERENT?
Two overall contexts have an influence on
international negotiations:
• Environmental context
environmental forces that neither
negotiator controls that influence the negotiation
• Immediate context
factors over which negotiators appear to
have some control
16-4

ENVIRONMENTAL CONTEXT
Factors that make international negotiations more
challenging than domestic negotiations include:
• Political and legal pluralism
• International economics
• Foreign governments and bureaucracies
• Instability
• Ideology
• Culture
• External stakeholders
16-5
IMMEDIATE CONTEXT
“Factors over which the negotiators have
influence and some measure of control”:
• Relative bargaining power
• Levels of conflict
• Relationship between negotiators
• Desired outcomes
• Immediate stakeholders

16-6
THE CONTEXTS OF
INTERNATIONAL NEGOTIATIONS
16-7
HOW DO WE EXPLAIN INTERNATIONAL
NEGOTIATION OUTCOMES?
International negotiations can be much more
complicated
• Simple arguments cannot explain conflicting
international negotiation outcomes
• The challenge is to:
the multiple influences of several factors
on the negotiation process
this understanding regularly as

circumstances change
16-8
CONCEPTUALIZING CULTURE
AND NEGOTIATION
• Culture as learned behavior
catalogue of behaviors the foreign negotiator should
expect
• Culture as shared values
central values and norms
distance
success/quality of life
avoidance
16-9

HOFSTEDE’S MODEL OF
CULTURAL DIMENSIONS
• Individualism/collectivism
• Power distance
• Career success/quality of life
• Uncertainty avoidance
16-10
INDIVIDUALISM/COLLECTIVISM
Definition: the extent to which the society is
organized around individuals or the group.
• Individualism/collectivism orientation influences
a broad range of negotiation processes,
outcomes, and preferences
societies may be more likely to swap
negotiators, using whatever short‐term criteria seem
appropriate
societies focus on relationships and will
stay with the same negotiator for years
16-11

POWER DISTANCE
Definition: “The extent to which the less powerful
members of organizations and institutions (like
the family) accept and expect that power is
distributed unequally.”
• Cultures with stronger power distance will be
more likely to have decision‐making
concentrated at the top of the culture.
16-12
CAREER SUCCESS/QUALITY OF LIFE
Definition: cultures differ in the extent to which
they hold values that promote career success or
quality of life.
• Cultures promoting career success are
characterized by the acquisition of money and
things, and not caring for others.

• Cultures promoting quality of life are
characterized by concern for relationships and
nurturing.
16-13
UNCERTAINTY AVOIDANCE
Definition: “Indicates to what extent a culture
programs its members to feel either
uncomfortable or comfortable in unstructured
situations.”
• Negotiators from high uncertainty avoidance
cultures are less comfortable with ambiguous
situations‐‐want more certainty on details, etc.
16-14

HOFSTEDE’S CULTURES RANKING IN THE TOP 10
16-15
CONCEPTUALIZING CULTURE
AND NEGOTIATION
• Culture as dialectic
cultures contain dimensions or tensions that are
called dialectics
Judeo‐Christian parables “too many cooks spoil the
broth” and “two heads are better than one” offer conflicting
guidance
can explain variations within cultures
• Culture in context
human behavior is determined by a single cause
behavior may be understood at many different
levels simultaneously
16-16

SCHWARTZ’S 10 CULTURAL VALUES
16-17
THE INFLUENCE OF CULTURE ON
NEGOTIATION: MANAGERIAL PERSPECTIVES
• Definitions of negotiation
• Negotiation opportunity
• Selection of negotiators
• Protocol
• Communication
• Time sensitivity
• Risk propensity
• Groups versus individuals emphasis
• Nature of agreements
• Emotionalism
16-18

NEGOTIATION: RESEARCH PERSPECTIVES
• Negotiation outcomes
suggests that culture has an effect on
negotiation outcomes, although it may not be
direct and it likely has an influence through
differences in the negotiation process in different
cultures
evidence suggests that cross‐cultural
negotiations yield poorer outcomes than
intracultural negotiations
16-19
16-20

• Negotiation process and information exchange
has been found to have significant effects on
the negotiation process, including:
negotiators plan
offers made during negotiation
communication process
information is shared during negotiation
• Effects of culture on negotiator cognition
to a constituent influenced negotiators
from individualistic and collectivistic cultures
differently
16-21
• Effect of culture on negotiator ethics and tactics
exist in the tolerance of different
negotiation tactics in different cultures
who trusted the other party were less
likely to use questionable negotiation tactics

• Effects of culture on conflict resolution
collectivistic countries, disagreements are
resolved based on rules, whereas in individualistic
countries, conflicts tend to be resolved through
personal experience and training
16-22
CULTURALLY RESPONSIVE NEGOTIATION
STRATEGIES
• When choosing a strategy, negotiators should:
aware of their own and the other party’s
culture in general
the specific factors in the current
relationship
or try to influence the other party’s
approach
• Strategies are arranged based on the level of
familiarity (low, moderate, high) that a
negotiator has with the other party’s
• culture 16-23

LOW FAMILIARITY
• Employ agents or advisers (unilateral strategy)
for negotiators who have little awareness of the
other party’s culture
• Bring in a mediator (joint strategy)
one side or the other to adopt one
culture’s approaches or mediator culture approach
• Induce the other party to use your approach
(joint strategy)
other party may become irritated or be
insulted
16-24
MODERATE FAMILIARITY

• Adapt to the other negotiator’s approach
(unilateral strategy)
making conscious changes to your approach
so it is more appealing to the other party
• Coordinate adjustment (joint strategy)
both parties making mutual adjustments to
find a common process for negotiation
16-25
HIGH FAMILIARITY
• Embrace the other negotiator’s approach
(unilateral strategy)
completely the approach of the other negotiator
(negotiator needs to completely bilingual and bicultural)
• Improvise an approach (joint strategy)
Crafts an approach that is specifically tailored to the negotiatio
n
situation, other party, and circumstances
• Effect symphony (joint strategy)
The parties create a new approach that may include aspects of
either home culture or adopt practices from a third culture

16-26
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Summarize the characteristics of international negotiations.
1.1 Describe the ways culture can impact the negotiation
process and how you will ensure
cultural sensitivity.
1.2 Identify ways to address time sensitivity, protocol, and
communications.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 14: Individual Differences I: Gender and Negotiation,
pp. 435–439
Chapter 15: Individual Differences II: Personality and Abilities,

pp. 454–459,
464-471
Chapter 16: International and Cross-Cultural Negotiation, pp.
477–496
Unit VIII Final Project
1.2
Unit Lesson
pp. 435–439
pp. 454–459,
464–471
477–496
Unit VIII Final Project
Reading Assignment
pp. 435-439
pp. 454-459, 464-471
477-496
Unit Lesson

The unit lessons for this course are presented through
interactive presentations. To view the presentation,
click on the below link. Once you are finished reading the slide,
click on the “next” button on the bottom right
of the slide. To go to a previous slide, click “back.” Some slides
contain interactive elements that open
additional boxes when you roll your mouse over an element on
the slide. These elements are indicated
throughout the presentation.
Click here to access the Unit VIII Lesson.
UNIT VIII STUDY GUIDE
Characteristics in International Negotiations
70629439_1
UNIT x STUDY GUIDE
Title
Suggested Reading
If you would like additional information regarding the textbook
readings, consider reviewing the Chapter
Presentations below:

Presentation.
Presentation.
Presentation.
In order to access the following resources, click the links
below.
If you would like to learn more information about behavioral
tendencies and the concepts discussed in this
unit, consider reading the articles below.
Altany, D. (1989). Culture clash. Industry Week, 238(19), 13.
Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/
ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA7978605&asid=b90fbf057429c4
df787b08a8e4891c31
Valian, V. (2005). Negotiation, gender and power. Women in
Higher Education, 14(4), 25+. Retrieved from
ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA131958284&asid=e5c7cd3ca6aa
d3563df27aef0f19e675

70627388_1
70627504_1
70627389_1
70627505_1
70627390_1
70627507_1
ps/i.do?p=AONE&sw=w&u=oran95108&v=2.1&it=r&id=GALE
%7CA7978605&asid=b90fbf057429c4df787b08a8e4891c31
%7CA7978605&asid=b90fbf057429c4df787b08a8e4891c31
%7CA131958284&asid=e5c7cd3ca6aad3563df27aef0f19e675
%7CA131958284&asid=e5c7cd3ca6aad3563df27aef0f19e675
NEGOTIATION
SEVENTH EDITION

• ROY J. LEWICKI
• BRUCE BARRY
15-1
15-2
Chapter 15
INDIVIDUAL DIFFERENCES II:
PERSONALITY AND ABILITIES

15-3
EARLY RESEARCH ON INDIVIDUAL
DIFFERENCES AND NEGOTIATION
Four explanations for contradictory and
inconclusive early research:
• The effects of individual differences are subtle
and elusive
• The wrong kind of task was investigated
• The wrong individual differences were
investigated
• Research methods were flawed or
inconsistent
EIGHT APPROACHES TO STUDYING
PERSONALITY IN NEGOTIATION
1. Conflict management
style
2. Social value
orientation
3. Interpersonal trust

4. Self‐efficacy and locus
of control
5. Self‐monitoring
6. Machiavellianism
7. Face threat sensitivity
8. The “Big Five”
personality factors
15-4
15-5
CONFLICT MANAGEMENT STYLE
• Two levels of concern underlie the five conflict
management styles
of assertiveness a party shows for his or her own
outcomes
of cooperativeness the party shows toward
working for the other’s outcomes
• Two personality dimensions represent these levels
of concern
of assertiveness
of cooperativeness

15-6
Five major conflict management styles:
• A competing style—high on assertiveness and low
on cooperativeness
• An accommodating style—low on assertiveness and
high on cooperativeness
• An avoiding style—low on both assertiveness and
cooperativeness
• A collaborating style—high on both assertiveness
and cooperativeness
• A compromising style—moderate on both
assertiveness and cooperativeness

15-7
15-8
SOCIAL VALUE ORIENTATION
Preferences regarding the kinds of outcomes
people prefer in social settings where
interdependence with others is required.
• Two orientations:
egoistic: primarily concerned with personal
outcomes
cooperative: preference for outcomes
that benefit both self and others
15-9

INTERPERSONAL TRUST
Determined by the experiences that people have
in dealing with others.
• Individuals differ in levels of interpersonal trust
trusters: believe that others will be trustworthy
and that they need to trustworthy themselves
trusters: believe that others cannot be trusted to
observe the rules and may feel less pressure
themselves to trust others
15-10
SELF‐EFFICACY
A judgment about one’s ability to behave
effectively.
• Plays an important role in complex interpersonal
behavior, including negotiation
• Higher levels of self‐efficacy lead to higher
outcomes and setting higher goals
• One’s perceived level of competence at
negotiation may increase the likelihood that

collaborative problem solving will occur
15-11
LOCUS OF CONTROL
The extent to which people perceive that they
have control over events that occur:
external locus of control: attributes the cause of
events to external reasons (e.g., luck)
internal locus of control: attributes the cause of
events to internal reasons (e.g., ability)
• In a distributive negotiation, “internals” had
higher resistance points than “externals”
• Locus of control appears to influence negotiator
aspirations, preferences and outcomes
15-12

SELF‐MONITORING
The extent to which people are responsive to the
social cues that come from the social
environment.
• High self‐monitors:
to external, interpersonal information
to treat this information as cues to how one
should behave
• Low self‐monitors:
attentive to external information that may cue
behavior,
more in their behavioral choices by inner,
personal feelings
15-13
MACHIAVELLIANISM
• Those scoring high in Machiavellianism:
likely to behave unaltruistically and
unsympathetically
willing to change their convictions under social
pressure

likely to tolerate behavior that violates social
norms
inclined to advocate the use of deception
interpersonally
15-14
FACE THREAT SENSITIVITY
The concept of “face” refers to the value people
place on their public image or reputation.
• Some people are more susceptible to reacting in a
negative way to threats to face
• Threats to one’s image will make a negotiator
competitive in a situation that might otherwise
benefit from cooperative behavior
15-15

THE "BIG FIVE" PERSONALITY FACTORS
• Extraversion – sociable, assertive, talkative
• Agreeableness – flexible, cooperative, trusting
• Conscientiousness – responsible, organized,
achievement oriented
• Emotional stability – secure, confident, not
anxious
• Openness – imaginative, broad‐minded, curious
15-16
THE "BIG FIVE" PERSONALITY FACTORS
• Negotiators higher in extraversion and
agreeableness were more likely to do worse in
distributive bargaining
• Effects of personality were lessened when
negotiators had high aspirations for their own
performance
• These elements of personality did not affect how
well negotiators did in complex integrative
bargaining

15-17
ABILITIES IN NEGOTIATION
Three kinds of abilities and negotiation behavior:
• Cognitive ability
• Emotional intelligence
• Perspective‐taking ability
15-18
COGNITIVE ABILITY
Synonymous with the general notion of
intelligence, cognitive ability has been shown to
influence:
making
processing capacity

to change, particularly in novel or complex
situations
15-19
EMOTIONAL INTELLIGENCE
Encompasses a set of discrete but related abilities:
and expressing emotion accurately
emotion in facilitating thought
and analyzing emotion
appropriately one’s own emotions and
those of others
date only a few studies of its role have yet to appear
in the academic literature
15-20
PERSPECTIVE‐TAKING ABILITY

“A negotiator’s capacity to understand the other
party’s point of view during a negotiation and
thereby to predict the other party’s strategies
and tactics.”
• Negotiators with higher perspective‐taking
ability
contracts of higher value
to be able to increase the concessions that the
other party is willing to make
15-21
BEHAVIORS OF SUPERIOR NEGOTIATORS
During prenegotiation planning:
• Consider more outcome options for the issues being
discussed
• Spend more time looking for areas of common ground
• Think more about the long‐term consequences of different
issues
• Prepare goals around ranges rather than fixed points
• Do not form plans into strict, sequential order

15-22
During face‐to‐face bargaining:
• Make fewer immediate counterproposals
• Are less likely to describe offers in glowingly positive
terms
• Avoid defend‐attack cycles
• Use behavioral labeling, except when disagreeing
• Ask more questions, especially to test understanding
• Summarize compactly the progress made in the
negotiation
• Do not dilute arguments by including weak reasons
when trying to persuade the other party
15-23

During postnegotiation review:
• Reserve time to review what is learned from the
negotiation
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• BRUCE BARRY
14-1

Chapter 14
INDIVIDUAL DIFFERENCES I:
GENDER AND NEGOTIATION
14-2
INTRODUCTION
• Distinguishing between the terms sex and
gender
• Reviewing the theoretical perspectives on
why one might expect differences
• Examining empirical research evidence
about the underlying psychology of
gender in negotiation
14-3

DEFINING SEX AND GENDER
• Sex:
to the biological categories of male and female
property or quality by which organisms are
classified as female or male on the basis of their
reproductive organs and functions”
• Gender:
to cultural and psychological markers of the sexes
– the aspects of role or identity that differentiate men
from women in a given culture or society
14-4
RESEARCH ON GENDER
DIFFERENCES IN NEGOTIATION
There may be no simple answer to the question of
how gender influences negotiation, but recent
studies are shedding light on differences that do
exist and on why it can be hard to find them in
broad‐brush comparisons of male and female
negotiators.
14-5

MALE AND FEMALE NEGOTIATORS:
THEORETICAL PERSPECTIVES
Several important factors affect how women and
men approach negotiations:
• Relational view of others
• Embedded view of agency
• Beliefs about ability and worth
• Control through empowerment
• Problem solving through dialogue
• Perceptions and stereotypes
14-6
• Relational view of others

place greater emphasis on interaction
goals (the interpersonal aspects of the
negotiations)
are driven more by task‐specific goals
• Embedded view of agency
see negotiation as a behavior that
occurs within relationships without large
divisions marking when it begins and ends
tend to demarcate negotiating from other
behaviors that occur and signal the beginning
and end of the negotiations behaviorally. 14-7
• Beliefs about ability and worth
are more likely to see their worth
determined by what the employer will pay
expect to earn more than women over the
course of their career
• Control through empowerment
are more likely to seek empowerment,

“interaction among all parties in the relationship”
use power to achieve their own goals or to
force the other party to capitulate
14-8
• Problem solving through dialogue
seek to engage, listen and contribute
convince the other party their position is the
correct one and support various tactics and ploys that
are used to win points during the discussion
• Perceptions and stereotypes
stereotypes about female bargainers shape
expectations and behaviors
have an advantage as a “dominant cultural
stereotype”
14-9

EMPIRICAL FINDINGS ON GENDER
DIFFERENCES IN NEGOTIATIONS
• Men and women conceive of negotiations
differently
ationship versus task orientation
versus collaboration
the situation perceived as a negotiation
opportunity?
expectations
• Men and women communicate differently
• Men and women are treated differently
14-10
• Men and women are treated differently
14-11

• Similar tactics have different effects when used
by men versus women
tactics: studies suggest that not only do men
and women receive different outcomes during salary
negotiations but that the same tactic may have
opposite effects on salary negotiation outcomes
tactics: male and female candidates were
less likely to be hired when they bargained
aggressively. Females were 3.5 times less likely to be
hired when aggressive
14-12
• Gender stereotypes affect negotiator performance
undermine the performance of female
negotiators

negative effect of stereotypes about gender
differences can be overcome
activated stereotype may matter more than the
actual gender of the negotiator
14-13
OVERCOMING THE DISADVANTAGE OF
GENDER DIFFERENCES
• Motivational interventions
the mutual dependence of both
parties in the negotiation relationship
• Cognitive interventions
on things that negotiators have in common
that transcend gender, such as common goals or
identities
• Situational interventions
the social roles that women assume in a
negotiation to reduce the extent to which women
feel constrained to conform to gender role
14-14

© 2015 by McGraw-Hill Education. This is proprietary material
solely for authorized instructor use. Not authorized for sale or
distribution in any manner.
This document may not be copied, scanned, duplicated,
forwarded, distributed, or posted on a website, in whole or part.
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• BRUCE BARRY
Chapter 13
MULTIPLE PARTIES,
GROUPS, AND TEAMS IN
NEGOTIATION

13-2
TWO SITUATIONS THAT INVOLVE
MULTIPLE PARTIES
• Multiple parties are negotiating with one another
and attempting to achieve a collective or group
consensus.
• Multiple individuals are present on each “side” of
the negotiation
teams against teams
13-3
A MULTIPARTY NEGOTIATION,
EACH REPRESENTING A CONSTITUENCY

13-4
THE NATURE OF MULTIPARTY
NEGOTIATIONS
Differences between two-party and multiparty
negotiations:
• Number of parties
• Informational and computational complexity
• Social complexity
• Procedural complexity
• Strategic complexity
13-5

WHAT IS AN EFFECTIVE GROUP
IN A MULTIPARTY NEGOTIATION?
Effective groups and their members:
1. Test assumptions and inferences
2. Share all relevant information
3. Focus on interests, not positions
4. Explain reasons behind statements
5. Talk in specific terms and use examples
6. Agree on what important words mean
7. Disagree openly with any member of the group
8. Make statements, then invite questions and
comments
13-6
WHAT IS AN EFFECTIVE GROUP
IN A MULTIPARTY NEGOTIATION?
Effective groups and their members (cont.)

9. Design ways to test disagreements and solutions
10. Discuss “undiscussable” issues
11. Keep discussions focused
12. Avoid taking cheap shots or distracting the group
13. Expect participation by all members in all phases of the
process
14. Exchange relevant information with nongroup
members
15. Make decisions by consensus
16. Conduct self-critiques
13-7
MANAGING MULTIPARTY
NEGOTIATIONS
• The prenegotiation stage
parties
• The formal negotiation stage
cussion to achieve an effective
and endorsed result

• The agreement phase
13-8
THE PRENEGOTIATION STAGE
• Establish participants
• Form coalitions
• Define group member roles
• Understand the costs and consequences of no
agreement
• Learn the issues and construct an agenda
13-9

THE PRENEGOTIATION STAGE
Agendas as effective decision aids:
• Establish the issues that will be discussed
• Define how each issue is discussed
• Set the order in which issues are discussed
• Introduce process issues (decision rules,
discussion norms, member roles, discussion
dynamics), and substantive issues
• Assign time limits to various items
13-10
THE FORMAL NEGOTIATION STAGE
• Appoint an appropriate chair
• Use and restructure the agenda
• Ensure diversity of information and perspectives

n’s position
13-11
• Ensure consideration of all available information
without criticizing any of them
olutions ranked, rated, or evaluated
13-12

• Manage conflict effectively
• Review and manage the decision rules
• Strive for a first agreement
• Manage problem team members
em behaviors
13-13

THE AGREEMENT PHASE
• Select the best solution
• Develop an action plan
• Implement the action plan
• Evaluate outcomes and the process
13-14
THE AGREEMENT PHASE
Group chair or facilitator steps in moving
toward a successful completion:
the options
-up
needs to occur

and efforts
13-15
INTERTEAM NEGOTIATIONS
• Integrative agreements more likely when teams
are involved
• Teams are sometimes more competitive than
individuals and may claim more value
• Accountability pressures are different for teams
• Relationship among team members affects
negotiation process and outcomes
13-16

NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• BRUCE BARRY
Chapter 12
COALITIONS
12-2

SITUATIONS WITH MORE THAN
TWO PARTIES
Variations on a three‐party negotiation:
1. One buyer is representing the other and two
negotiations are occurring
2. The seller is conducting a sequenced series of
one‐on‐one transactions
3. The seller is about to unwittingly
compromised by the buyers (this happens
when the parties form coalitions or subgroups
in order to strengthen their bargaining
position through collection action).
12-3
A SELLER AND TWO BUYERS
12-4

WHAT IS A COALITION?
• Interacting groups of individuals
• Deliberately constructed and issue oriented
• Exist independent of formal structure
• Lack formal structure
• Focus goals external to the coalition
• Require collective action to achieve goals
• Members are trying to achieve outcomes that
satisfy the interests of the coalition
12-5
TYPES OF COALITIONS
• Potential coalition: an emergent interest
group that has the potential to become a
coalition by taking collective action but has
not yet done so.
forms:
coalitions
• Emergent interest group that has not yet formed

coalitions
• Interest group that previously formed, but is
currently inactive
12-6
TYPES OF COALITIONS
• Operating coalition: one that is currently
operating, active, and in place.
forms:
coalition
• Relatively stable, active, and ongoing across an
indefinite time and space
• Members represent a broad range of interests
coalition
• Operates for a short time
• Focused on a single issue or problem
12-7

TYPES OF COALITIONS
• Recurring coalitions: may have started as
temporary, but then determined that the issue
or problem does not remain resolved
need to remobilize themselves every time
the presenting issue requires collective attention
12-8
HOW AND WHY COALITIONS
FORM AND DEVELOP
When coalitions form:
• Parties come together to pool efforts and resources in
pursuit of common or overlapping goals
• Control over resources becomes the basis for two
critical pieces of the coalition formation process:
each member brings to the coalition
each member should receive if the coalition forms
12-9

FORM AND DEVELOP
• Coalition formation is studied by:
classic coalition game: The 4–3–2 game
examples: The European Economic
Community (EEC)
• Coalitions form to preserve or increase
resources
• Coalitions form in order to avoid a poor
outcome that will occur if individuals acts
alone (a “social dilemma”)
12-10
FORM AND DEVELOP

How coalitions develop:
• Coalitions start with a founder
founders have extensive networks
benefits from early coalitions are
likely to be small
• Coalitions build by adding one member at
a time
founder finds an ally;
founder can benefit if he or she
understands the others’ interests
12-11
FORM AND DEVELOP
• Coalitions need to achieve critical mass
their “joining threshold”
minimum number of people get on board
join because friends and associates are members
• Coalitions exclude weaker members who can’t
contribute
12-12

FORM AND DEVELOP
• Linking new members—“ties”—become critical:
ong ties: a new member who can bring a lot to the
coalition, but demands a lot in return;
ties: a new member who only brings a small
amount to the table—enough to leverage the coalition
to a “win”—but will not demand as much in return.
• Hence, weak ties can create strength for
coalition founders:
who have a large, diverse network of weak
ties are often in a better situation to form a coalition
than those who have a small, tightly organized network
of strong ties
12-13

FORM AND DEVELOP
• Many successful coalitions form quietly and
disband quickly
of the vanquished: pits coalitions against
each other so that each one’s sole objective is to
keep the other side from succeeding
within: public acknowledgment of the
coalition could damage future coalition activity
for anonymity: the more publicly identified
members become with the coalition, the more
others may see their future actions as motivated
by coalition membership and not by their own
interests.
12-14
STANDARDS FOR COALITION
DECISION MAKING
Coalition decision rules
criteria to determine who receives what from
the results of the coalition’s efforts
1. Equity standard
‐‐ Anyone who contributed more should receive more (in
proportion to the contribution made)

2. Equality standard
‐‐ Everyone should receive the same
3. Need standard
‐‐ Parties should receive more in proportion to some
demonstrated need for a larger share of the outcome
12-15
STANDARDS FOR COALITION
DECISION MAKING
Where is the strength in coalitions?
• When is “strength is weakness” true?
winning coalition obtains the same payoff
are interchangeable
fewest resources, have least power
or exert the least influence
• When is “strength is strength” true?
more resources a party holds or controls,
the more likely he or she will a critical coalition
member
12-16

POWER AND LEVERAGE IN COALITIONS
How is power related to coalition formation?
• Strategic power
from the availability of alternative
coalition partners
• Normative power
from what parties consider to be a fair or
just distribution of the outcomes
• Relationship‐based power
by the compatibility of preferences
between parties
12-17
HOW TO BUILD COALITIONS –
PRACTICAL ADVICE
• Say no when you mean no

• Share as much information as possible
• Use language that describes reality
• Avoid repositioning for the sake of acceptance
12-18
PROSPECTIVE COALITION MEMBER ROLES
12-19
PROSPECTIVE COALITION
MEMBER ROLES
• Allies
who are in agreement with a negotiator’s
goals and vision, and whom the negotiator trusts
• Opponents
with whom a negotiator has conflicting
goals and objectives, but who can be trusted to be

principled and candid in their opposition
• Bedfellows
with whom a negotiator has high agreement
on the vision or objectives, but low to moderate
levels of trust
12-20
PROSPECTIVE COALITION
MEMBER ROLES
• Fence Sitters
who will not take a stand one way or the other
taking a position because it could lock them in, be
politically dangerous, or expose them to risk
• Adversaries
are low in agreement and cannot be trusted.
12-21

ACTION STRATEGIES FOR BUILDING
RELATIONSHIPS IN COALITIONS
• With allies
agreement on collective vision or objective
quality of the relationship
doubt and vulnerability with respect to
achieving vision and collective goal
for advice and support
• With opponents
affirm relationship based in trust
vision or position in a neutral manner
in problem solving
12-22
• With bedfellows
the agreement; acknowledge caution exists
clear about expectations in terms of support
what they want from you
agreement on how to work together

• With fence sitters
your position; find out where they stand
gentle pressures
on issue; have them tell you what it would take
to gain their support
12-23
• With adversaries
your vision or goals
your understanding of your adversary’s position
in a neutral way
your own contributions to the poor
relationship
the meeting by restating your plan but without
making demands
12-24

NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• BRUCE BARRY
Chapter 11
AGENTS, CONSTITUENCIES,
AUDIENCES
11-2
THE NUMBER OF PARTIES
IN A NEGOTIATION

The basic possible roles for parties in a
negotiation:
• A negotiating dyad
• Negotiating teams
• Agents and constituencies
• Bystanders and audiences
• Third parties
11-3
A NEGOTIATING DYAD AND
AGENTS AND CONSTITUENCIES
• A Negotiating Dyad
two isolated individuals negotiate for their own
needs and interests
• Agents and Constituencies
negotiator is not acting for himself but for others. We
call the negotiator in such situations an agent and the
individuals he is representing a constituency
11-4

A NEGOTIATING DYAD;
ONE HAS A CONSTITUENCY
11-5
BYSTANDERS AND AUDIENCES
• Bystanders
who have some stake in a negotiation, care
about the issues or the process by which a resolution is
reached
do not formally represent bystanders
• Audience
individual or group of people not directly involved
in or affected by a negotiation
may offer:
11-6

NEGOTIATORS WITH CONSTITUENTS,
BYSTANDERS AND AUDIENCES
11-7
THIRD PARTIES
• Third parties
who may be drawn into the negotiation
specifically for the purpose of helping to resolve it
parties often can reshape a polarized situation
into a constructive agreement
11-8

ADVICE FOR MANAGING AGENTS
Points of advice:
1. Decide whether you and the agent are
compatible
2. Be clear with your “contract” and expectations
3. The agent should have no authority to make a
binding commitment on any substantive issues
4. The agent should have the discretion to design
and develop an effective overall negotiation
process
11-9
Points of advice: (cont’d.)
5. The constituent should focus communication to
the agent on interests, priorities, and
alternatives, rather than specific settlement
points.

6. The constituent should establish clear
expectations about the frequency and quality of
reporting back to the constituent.
11-10
Points of advice: (cont’d.)
7. The agent’s authority should expand as the
agent and constituent gain insight about the
other parties through the negotiation
process.
8. Specific instructions to the agent by
constituents should be put in writing and be
available to show to the other side.
9. The constituent should instruct the agent on
what the agent can disclose in negotiation—
interests, ranges of acceptable settlement,
key facts, the principal’s identity, etc. 11-11

HOW AGENTS, CONSTITUENTS AND
AUDIENCES CHANGE NEGOTIATIONS
There are three primary negotiating relationships:
1. The first negotiating relationship is between
the agent and constituent who must decide
on their collective view of what they want to
achieve in the negotiation
2. The second relationship is with the other party
– the negotiator and the opposing
negotiator who attempt to reach a viable
and effective agreement
11-12
3. The third type of relationship is composed of
external bystanders and observers.

are affected by the negotiation outcome or
have a vantage point from which to observe it
have some strong need to comment on the
process or the emerging outcome.
11-13
Characteristics of audiences:
•
Audiences may or may not be dependent on the negotiators for
the outcomes derived from the negotiation process
• Audiences affect negotiations by the degree of their
involvement in the process
involvement
involvement
•
Audiences may vary in identity; composition; size; relationship
to the negotiator, and role in the negotiation situation
11-14

• Audiences make negotiators “try harder”
• Negotiators seek a positive reaction from an
audience
• Pressures from audiences can push negotiators
into “irrational” behavior
• Audiences hold the negotiator accountable
11-15
TACTICAL IMPLICATIONS OF SOCIAL
STRUCTURE DYNAMICS: THE NEGOTIATOR’S
DILEMMA
Question: How can a negotiator satisfy both the
constituency’s demands for firmness (and a
settlement favorable to their interests), versus

the other party’s demand for concessions (and a
settlement favorable to the other party or to
their mutual gain)?
Answer: A negotiator must build relationships
with both the constituency and the other party
11-16
COMMON TACTICS FOR MANAGING
CONSTITUENCIES AND AUDIENCES
• Clarify the role expectations and performance
contract
agent roles could include those of a
bargainer, an advocate, a mediator or a fact‐finder
• Clarify the authority to make agreements
how much authority they have without
consulting the constituents
11-17

• Manage constituency visibility
one’s own concessions by making negotiations
visible
the constituency to show militancy
the constituency to limit one’s own authority
great caution in exceeding one’s authority
11-18
• Manage constituency visibility (cont’d.)
the possibility of concession to the other
negotiator by reducing visibility to constituencies
“privacy” prior to the beginning of negotiations
visibility during negotiations
aware of time pressure
a reputation for cooperation

11-19
• Communicate indirectly with audiences and
constituents
through superiors
through intermediaries
• Communicate directly to the other party’s
constituency
• Communicate directly to bystanders
• Build relationships with audiences,
constituents and other agents
11-20
INDIRECT COMMUNICATION WITH

OPPONENT THROUGH A MANAGER
11-21
INDIRECT COMMUNICATION THROUGH AN
INTERMEDIARY
11-22
INDIRECT NEGOTIATING THROUGH
CONSTITUENTS/AUDIENCES/BYSTANDERS
11-23

WHEN TO USE AN AGENT
• When the agent has distinct or unique
knowledge or skills in the issues
• When the agent has better negotiation skills
• When you care more about the outcome than
the relationship
• When the agent has special friends, relationships
or connections
• When you are very emotionally involved in an
issue or problem
• When you want the flexibility to use negotiation
tactics that require several parties
• When your natural conflict management style is
to compromise, accommodate or avoid
• When there are higher stakes to gain
11-24
WHEN TO NEGOTIATE FOR YOURSELF
• When you want to develop or reestablish a strong
personal relationship with the other negotiator

• When you need to repair a damaged relationship
• When you want to learn a lot before you craft an
agreement
• When your negotiation skills are better than
those of any available agent
• When hiring an agent may be too costly
• When the “image” of being represented by an
agent may make the other side suspicious
• When the agent is too emotionally involved,
defensive and caught up in game playing
11-25

BSL 4160, NegotiationConflict Resolution 1 Course Le.docx

Recommended

Recommended

More Related Content

Similar to BSL 4160, NegotiationConflict Resolution 1 Course Le.docx

Similar to BSL 4160, NegotiationConflict Resolution 1 Course Le.docx (12)

More from adkinspaige22

More from adkinspaige22 (20)

Recently uploaded

Recently uploaded (20)

BSL 4160, NegotiationConflict Resolution 1 Course Le.docx