Ch112Lecture learning objectives.docx

Ch11
2
Lecture learning objectives
Underline why power is important in negotiations
Identify types & positions of power
Give advice on how to deal w/bigger players in negotiations &
partnerships
How to acquire power in negotiation
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Power definition

Power used in a given situation that helps someone to achieve:
Goals
Desires
Perspectives on power:
Power used to dominate and control the other – ‘power over’
Power used to work together – ‘power with’

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Perceptual importance of power
Seeking power in negotiation arises from one of two
perceptions:
The negotiator believes he or she currently has less power than
the other party.
The negotiator believes he or she needs more power than the
other party.
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Interests, rights & power in action
Exerting power via coercion could lead to settlement or
opponent may call your bluff
Threats based on rights or power may work if there is an
impasse or the opponent refuses to negotiate
To be effective, threats must be credible, targeting the
opponent’s interests & let them back down to save face &
reopen negotiations
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Types of power
(French & Raven, 1959)
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Expert Power

Legitimate Power
Referent Power
Coercive Power
Reward Power
Expert power
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Expert power is derived from the ability to assemble and
organise information to support the desired position, arguments,
or outcomes.
True False
(Lewicki, Saunders & Barry, 2011)
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Sources of power
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Informational
Relationship
Contextual
Position
Personal
INFORMATIONAL
Information is the most common source of power
Derived from the negotiator’s ability to assemble and organise
data to support his or her position, arguments, or desired
outcomes
A tool to challenge the other party’s position or desired

outcomes, or to undermine the effectiveness of the other’s
negotiating arguments
Information can be presented in two ways: direct or indirect
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PERSONAL:
PSYCHOLOGICAL ORIENTATIONS
Psychological
Cognitive
Unitarian ideological frame
Interests of individual & society are one
Radical ideological frame
Continual clash of social, political & class interests
Pluralist ideological frame
Power is distributed relatively equally
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PERSONAL:
PSYCHOLOGICAL ORIENTATIONS
Psychological
Motivational
Specific motives to use power
Grounded in needs & energising elements
Disposition & skills
Orientation to cooperation or competition
Moral
Philosophical orientation to power & its uses
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POSITION
Two major sources of power in an organisation:
Legitimate
Grounded in the title, duties & responsibilities of a job
description & level within an organisational hierarchy
Social construct
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Legitimate power
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Social structures are inherently inefficient, and this realisation
creates the basis for legitimate power.
True False
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POSITION
2. Resource power based on position
Control of resources can give capacity to give, withhold or take
them away
Key resources
Reward power and coercive power
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RELATIONSHIP
Goal interdependence
How parties view their goals
Referent power
Based on an appeal to common experiences, common past,
common fate, or membership in the same groups
Network power
Derived from whatever flows through that particular location in
the structure (usually information and resources)
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An organisational hierarchy
MIRJAM NILSSON
President
VICTORIA LINDQVIST
Executive Assistant

AUGUST BERGQVIST
VP Finance
MIRA KARLSSON
Accounting
ALEXANDER MARTENSSON
VP Technology
APRIL HANSSON
Help Desk
KALLE PERSSON
Project Manager
ANGELICA ASTROM
VP Operations
JENS MARTENSSON
Facilities
ALLAN MATTSSON
VP Marketing
KALLE PERSSON
Project Manager
FLORA BERGGREN
VP Production
VICTORIA LINDQVIST
Production Manager
APRIL HANSSON

Help Desk
MIRA KARLSSON
Accounting
IAN HANSSON
VP Transportation
ANGELICA ASTROM
Dispatch
JENS MARTENSSON
Facilities
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An organisational network

Gatekeeper
Star
Isolated Dyad
Liaison
Isolate
Linking Pin
External
Environment

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Network relationships
Tie strength
Or quality of relationships
Tie content
Resource passing along tie
Network structure
Social system
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Aspects of networks
Power is determined by:
Centrality
Criticality & relevance
Flexibility
Visibility

Membership in a coalition
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Holacracy
(Radojević, & Krasulja, & Janjušić, 2016)
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CONTEXTUAL
Power is based in the context, situation or environment in which
negotiations take place
BATNAs
An alternative deal that a negotiator might pursue if she or he
does not come to agreement with the current other party
Culture
Often contains implicit rules about use of power which is
unequal
Agents, constituencies & external audiences
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Roles by group members
Adapted from (Benne & Sheats, 1948)
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Managing those with more power
Don’t:
All-or-nothing
Degrade
Self-inflate
Do:
Build momentum by dealing in sequence
Use competition as leverage
Constrain yourself
Data:

Ask more questions to gain information
Manage the process
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Addendum
The power of not reacting w/emotion
The power of silence
Getting to yes
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How Do I Write a Good Personal Reflection
AUGUST 14, 2011 BY NICOLE FELEDY
In the academic context, you may be required to reflect upon
your own learning in order to identify then evaluate, which
approaches have been helpful or unhelpful. You may also be
asked to consider your own role in the learning process.
The key to writing a successful personal reflection is to
remember that it is a personal response made by you. Therefore,

your responses are usually different from someone else’s. Your
response will be influenced by:
1) Your opinions, beliefs and experiences
2) Similarities or contrasts to your own life (i.e. experiences
you can identify with)
3) How real or believable a subject / text is
4) Your emotional state at a given moment
5) Sympathy or empathy with characters
Even though you have been asked to provide a personal
response,
you will still need to justify your opinion with reasons why you
developed your ideas. You can support your response through:
1) Examples from the text
2) References to specific events within a text
3) References to specific quotes within a text
Assessment 3
Individual reflection
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References
Feledy, N. (2018). How do I write a good personal reflection.
Retrieved from http://isthismystory.com/learning/how-do-i-
write-a-good-personal-reflection/
Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to yes:
Negotiating agreement without giving in. London, UK: Penguin
Random House.

French, J. R. P. & Raven, B. (1950). The bases of social power.
In D. Cartwright (Ed.), Studies in social power. Ann Arbor, MI:
Institute for Social Research.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Essentials
of negotiation (5th ed.). New York: McGraw-Hill.
Radojević, I., Krasulja, N., & Janjušić, D. (2016, October).
Holocracy – The new management system. Paper presented at
International Scientific Conference – The Priority Directions of
National Economy Development, University of Niš. Retrieved
from http://isc2016.ekonomskifakultet.rs/article-19.html
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ch12
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Discuss what is communicated in a negotiation
Explore how parties communicate in negotiation
Evaluate ways to improve communication in negotiation
Communication & e-communication in negotiation

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Basic communication model
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Message in Medium
Receive and Interpret
Communicator B
Encode with language
Message in Medium

Encode with language
Receive and Interpret
Communicator A
Decoding
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Decoding can be defined as the process by which messages are
put into symbolic form.
True False
(Lewicki, Barry & Saunders, 2011)
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Intercultural communication process
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Sender

Encodes Meaning
(Deresky, 2011)
Receiver
Decodes Meaning
Medium
Message
Noise
Culture
Feedback
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Culture & communication: A model
Culture 1: Sender’s normative beliefs about appropriate
communication behaviour
Culturally compatible communication style
Sender’s communication style
Culture 2: Receiver’s normative beliefs about appropriate
communication behaviour
Culturally compatible communication style
Receiver’s communication style
Other influences on communication processes

(Steers, Sanchez-Runde & Nardon, 2010)
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Communication in negotiation
Communication processes, both verbal and nonverbal, are
critical to achieving negotiation goals and to resolving
conflicts.
Even parties whose goals are compatible or integrative may fail
to reach agreement or reach suboptimal agreement
Negotiation is a form of interpersonal communication that is
achieved through words or statements, and nonverbal gestures
or cues to vie for outcomes
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WHAT IS COMMUNICATED
IN NEGOTIATION
Offers, counteroffers, and motives
Affiliation motive vs. power motives
Information about alternatives
Politely and subtly
Information about outcomes
Cautious about sharing the outcomes
Sharing after self-evaluation
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WHAT IS COMMUNICATED
IN NEGOTIATION
Social accounts
Explanations of mitigating circumstances
No choice
Explanations of exonerating circumstances
Positive motives
Reframing explanations
Short-term pain for long-term gain
Communication about process
How well it is going
What procedure might be adopted to improve the situation

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Information about outcomes
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Thompson, Valley, & Kramer (1995) found that winners and
losers evaluated their own outcomes equally when they did not
know how well the other party had done, but if they found out
that the other negotiator had done better, or was even pleased
with his or her outcome, then negotiators felt less positive about
their own outcome.
True False
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Relevant questions
Are negotiators consistent or adoptive in their communication
patterns?
Does it matter what is said early in the negotiation?
Is more information always better?
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HOW PARTIES COMMUNICATE
IN NEGOTIATION
Characteristics of language
Logical level (proposals, offers)
Pragmatic level (semantics, syntax, style)
Cross-cultural & cross-gender miscommunication
Use of nonverbal communication
Making eye contact, face or head gestures
Adjusting body position
Tone of voice
Nonverbal cues can be encouraging or discouraging of
opponent’s statements or given priority
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Diverse goals
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The more diverse the goals of the two parties, or the more
antagonistic they are in their relationship, the lesser the
likelihood that distortions and errors in communication will
occur.
True False
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WAYS TO IMPROVE
COMMUNICATION IN NEGOTIATION
Manageable questions
Causes attention or prepares the other person’s thinking for
further questions:

“May I ask you a question?”
Gets information
“How much will this cost?”
Generates thoughts
“Do you have any suggestions for improving this?”
Unmanageable questions
Cause difficulty
“Where did you get that dumb idea?”
Gives information
“Didn’t you know we couldn’t afford this?”
Brings the discussion to a false conclusion
“Don’t you think we have talked about this enough?”
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WAYS TO IMPROVE
COMMUNICATION IN NEGOTIATION
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Listening
Passive listening: Receiving the message while providing no
feedback to the sender
Acknowledgement: Receivers nod their heads, maintain eye
contact, or interject responses
Active listening: Receivers restate or paraphrase the sender’s
message in their own language
Role reversal
Negotiators realise that increasing understanding does not

necessarily lead to an easy resolution of the conflict
Managing conflict
Using direct vs. indirect confrontation styles based on cultural
differences to find collaborative solutions
https://www.youtube.com/watch?v=kujUs_6qeUI
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Channels in negotiation
Communication is experienced differently when it occurs
through different channels
Social presence (social bandwidth) distinguishes one
communication channel from another
People negotiate through a variety of communication media –
by phone, in writing and increasingly through electronic
channels or virtual negotiations
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Face-to-Face
Fast tempo
Better flow of information leading to better decision-making
Verbal & non-verbal cues
Development of rapport & understanding
Higher satisfaction
Schmoozing can be part of the process
E-Negotiation
Direct & to the point
Separate issues from personalities
Eliminate status differences
Lack of verbal & non-verbal signals
Lack of trust
Likely to end up in impasse
Challenging for anyone who does not speak that native language
being used

Move too rapidly towards closure
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RESEARCH FINDINGS ON
FACE-TO-FACE VS. E-COMMUNICATION
Face-to-face negotiation yields more integrative outcomes (no
support)
Face-to-face negotiation is preferable to e-negotiation in terms
of time duration (support)
Soft tactics are more frequently employed in face-to-face
negotiation & hard tactics are more frequently employed in e-
negotiation (support)
The sequence of the negotiation media affects both the
negotiation process & its outcomes. Face-to-face negotiation
prior to e-negotiation leads to more integrative outcomes (low
support)
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Messages for Online Negotiators
Supplement e-mail messages with phone calls & face-to-face
meetings
Set up ground rules for e-mail negotiations in advance
Keep each other in the loop throughout the negotiation process
Use e-mail to craft a series of proposals for your counterpart to
consider
Speak up if you don’t understand what the other person has
written
(Asherman, 2010)
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Newer vehicles for dispute resolution
Twitter, facebook & texting
Are they worthy platforms to air private concerns?
What are the opportunities & risks?
What do you think could be done to improve dispute resolution
in cyberspace?

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Special communication considerations for closure
Avoiding fatal mistakes
Keeping track of what you expect to happen
Systematically guarding yourself against self-serving
expectations
Reviewing the lessons from feedback for similar decisions in
the future
Achieving closure
Avoid surrendering important information needlessly
Know when to be quiet & refrain from making dumb remarks
Don’t nit-pick or second-guess parties who didn’t participate,
but may review the bargaining
Try to be the one who writes the contract to conduct the deal &
achieve clarity of purpose
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Takeaway message
Analyse verbal cues & adapt reaction to emotion
Avoid yes & no questions
Ask the other party to write the 1st draft of a contract
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APS
framework
(Make, 2007)
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References

Adler, R., & Towne, N. (1978). Looking out/looking in (2nd
ed.). New York: Holt, Rinehart and Winston.
Asherman, I. (2010, January). Make the Most of e-Mail
Negotiations. Retrieved from
www.asherman.com/downloads/news-2010-10.pdf
Deresky, H. (2011). International management managing across
borders and cultures (7th ed.). Sydney: Pearson.
Drolet, A. L. & Morris, M. W. (2000) Rapport in conflict
resolution: Accounting for how face-to-face contact fosters
mutual cooperation in mixed-motive conflicts. Journal of
Experimental Social Psychology, 36, 26-50.
Ebner, N., Bhappu, A. D., Brown, J. C., Kovach, K. K., &
Kupfer, A. (2009 ). You’ve Got Agreement: Negotiating Via E-
mail. In C. Honeyman, J. Coben, & G. De Palo (Eds.),
Rethinking Negotiation Teaching: Innovations for Context and
Culture. (pp. 81-103). St. Paul, MN: DRI Press.
Lewicki, R.J., Saunders, D.M., & Barry, B. (2010). Essentials
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References
Make, Y. (2007). Principles and Tactics of Negotiation. Journal
of Oncology Practice, 3(2).
Maslow, A. (1970). Motivation and personality. New York:
Harper & Row.
Morris, M., Nadler, J., Kurtzberg, T., & Thomson, L. (2000).
Schmooze or lose: Social friction and lubrication in e-mail

negotiations. Group Dynamics- Theory Research and Practice,
6, 89-100.
Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010).
Management across cultures. New York: Cambridge.
Thompson, L., Valley, K. L., & Kramer, R. M. (1995). The
bittersweet feeling of success: An examination of social
perception in negotiation. Journal of Experimental Social
Psychology, 31(6), 467-492.
Valley, K. L., Moag, J., & Bazerman, M. H. (1998). A matter of
trust: Effects of communication on the efficiency and
distribution of outcomes. Journal of Economic Behavior and
Organization, 34, 211-238.
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Ch9
2
Portray mechanisms for cultural change

Overview the reasons anthropologists focus on how change
happens
Introduce strategies for embedding a globally-oriented
workforce
Describe how to choose employees who are culturally agile for
global roles
Cultural transformation & global leadership
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Cultural transformation
Ervin (2015) frames cultural transformation in the context of
globalisation & uses sociocultural theories of change to explain:
development, communication, social movements & innovation
Cultural change in organisations refers to enacting a “cohesive
pattern of change…” (Briody et al., 2010, 8)
result from external or internal forces that may or may not be
anticipated & planned for
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Cultural change in business climate
Connections through:
Selling products & services
Being responsible for employee livelihoods
Interacting w/community outreach
Improvements or breakdowns in this interdependent structure
that could affect quality, cost, timing or other factors
a stimulus for organisational transformation
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CULTURAL TRANSFORMATION PROCESS
Address change
At intersection of new & old
Conduct analysis
Research cultural ideals/values of organisations
Employee expectations & actions/behaviours
Run intervention
Brings resistance or support
Compare before & after
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Elements of planned change
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Features
Core idea
Culture
Time
Quality network

Cognitive whole – artifacts, beliefs, values & assumptions
Sequential cycle – PDCA (plan-do-check-act)
Attribute Examples
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Researcher perspectives on organisational change
Interpretations of change may not explicitly relate to culture,
yet:
Culture is perceived as an important part of organisations
Parallels leadership, strategy & quality
Culture as a variable can be:
Controlled, measured & manipulated
Cultural theories apply to organisations
e.g. masculinity-femininity, individualism-collectivism
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Anthropological approach to change

Studies of cultural change may be perceived using these lenses:
Holistic –system w/parts of interrelationships
Ethnocentric – one’s culture is better than anothers
Cultural relativistic – any cultural dimension must be
understood in its own context instead of the observer’s
Emic –an insider’s cultural perceptions, beliefs, categories &
assumptions
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Origins of change
Invention – creation or discovery of a new process, item or
method
Culture loss – when languages, history, philosophy or ecology
disappears
Diffusion –borrowing or disseminating a practice, product or
process for adaptation
Acculturation – diffusion by repeated & sustained contact
between at least 2 groups

(Berry, 1980)
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Initial transfer of info
Conflict of values
Inevitable adaptation of cultural trait(s)
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Acculturation
Frequently this concept is tied to organisational change
Most businesses adjust & evolve
Cultural anthropologists use different approaches to document
planned organisational change:
Grid & group model – 4 worldviews or cultural types in which
an individual’s position fits into society (Philip & McKeown,
2004)
From fatalistic and hierarchical to entrepreneurial and team-
based supported by a hierarchy

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Planned cultural transformation
Cultural adaptiveness – when a company understands that it
must adapt its view to address external issues
Cultural responsiveness – ability of a company to maintain an
appropriate pace & response to target the desired transformation
Together, they lead to cultural problem solving
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Process
Recognise the importance & necessity of change
Identify the direction
Discern the focus (conditions & processes)
Implement the process
Expose obstacles that could derail change
Set in motion enablers of support
Evaluate effectiveness
Celebrate success or relaunch
(Briody et al., 2010)

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Obstacles to cultural change
Learning a new culture
Ethnocentrism
Cross-cultural conflict
Resistance to change
Cultural dilemmas
Cultural contradictions
Cultural drift
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Bridge model of cultural transformation

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Anthropological approach differs from traditional business
model
This approach distinguishes from planned organizational change
by focusing on:
Specific areas to target – corporate environment, workforce,
relationships & work practices
Implementation as enablers are triggered to offset obstacles
Group involvement – everyone shares responsibility
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Global
From cultural transformation & globalisation to leadership
Many CEOs think developing global leadership is key to

success & integral to strategic planning.
Thus, staff needs competencies for international business.
leadership
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Corporate orientationsNationally orientedRegionally
orientedGlobally orientedOperates independently &
autonomously w/in a particular nationOperates interdependently
w/in a limited area involving more than one nationOperates
interdependently across nations & worldwide regionsFocuses on
local objectivesFocuses on regional objectivesFocuses on global
objectivesShows tendency toward national-culture
homogeneityShows limited multicultural heterogeneityShows
extensive multicultural tendency
Adapted from (Heenan & Perimutter, 1979)
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Ways to capitalise on global potential
Hire employees w/geographically, culturally, linguistically &
organisationally diverse experiences
Create global virtual teams & broaden their perspectives
w/travel
Prepare & send personnel on secondments
Instil learning from these activities
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Seizing own opportunities
Exchange student programs
Gap year programs
Self-initiated expatriates

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Global virtual teams
International teams offer the chance to work w/different people
on different projects in different time zones
ICT facilitated international cross-country collaboration
Key skills & practices:
Brainstorming w/o criticism
Soliciting feedback
Responding promptly (Vance & Paik, 2015)
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International assignments
Business trip
Frequent flier
Commuter/fly in-fly out
Rotational
Short-term
Long-term
International transfer
Roles

Bears
Bumblebees
Spiders
(Harzing, 2001)
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Research on successful expatriation
Performance improves from formal:
Links to international operations & company objectives
Links to training & global leadership development & company
goals
Management by the firm of knowledge acquired by expats
(Varner & Palmer, 2002)
Informal measures:
Global speakers
Visitors
‘Brown bag’ global-themed lunches
Advisors oversee workers

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Profile of expatriates
A study estimated 40 million highly skilled expats work in 34
OECD nations (van Muijen, K., 2012)
Trends to watch:
Working abroad may bring pay gaps between locals &
foreigners
Employees may prefer tangible & intangible benefits of living
overseas
Supply & demand levels fluctuate
e.g., pollution in large cities could lead to departure
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Trends by country & company
Top countries for developmental assignment
U.S., U.K., China, Singapore, Canada, Hong Kong, U.A.E.,
Japan, Mexico
(Cartus Corporation, 2016)
Multinationals
e.g. KMPG – audit, tax & advisory services firm
e.g. Mercer’s 2017 Mobility Trends in Review on business

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Expat paradox
Talent grows in value, but expatriation is difficult to implement
Expat strategy
Important to connect home operations to the overseas
environment
On-the-ground personnel can prioritise organisational goals
Locals may not have desired skills
Opportunity to develop a global culture
Cultural
intelligence
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Counterarguments to having expats

More cost-effective to use host nationals
Locals may be required & well-received
Locals can manage large operations & are versed in the culture
& language
(Dowling et al., 2008)
(Arthi, 2015)
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Competencies for global leadership
Development entails:
Having a systems perspective
Seeing others points of view
Looking at issues holistically
Dealing w/contradictions or ambiguity
Effectively working across cross-cultural teams
Bridging local w/global
Building emotional resilience
Cultural agility is “the ability to quickly, comfortably, and
effectively work in different cultures, and with people from
different cultures” (Caligiuri, 2013, 175).

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Selection criteria of expats
Models
Psychometric
Experimental
Clinical risk assessment
Focus:
Emphasis on technical skills
Interest in global is another significant facet of one’s ability to
acclimate
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References
Alvesson, M. & Sveningsson, S. (2016). Changing
organizational culture: Cultural change work in progress. New
York, NY: Routledge, Taylor & Francis.

Arthi, R. (2015) A Study of the Strategic Initiatives and Its
Effectiveness in Retaining Expatriates in the Indian Context.
Journal of Psychiatry. 18, 332.
Berry, J. W. (1980). Acculturation as variety of adaptation. In
A. M. Padilla (Ed.), Acculturation: Theory, models, and some
findings, Boulder, CO: Westview Press, 9-25.
Briody E. K. et al., (2010). Transforming culture: Creating and
sustaining a better manufacturing organization. New York, NY:
Palgrave Macmillan.
Caligiuri, P. (2013). Developing culturally agile global
business leaders. Organizational Dynamics, 42, 175-182.
Cartus Corporation. (2016). Global mobility policy and
practices. Chicago, IL Retrieved from
https://www.cartus.com/files/2214/8796/3083/Cartus-2016-
Global-Mobility-Policy-and-Practices-
Survey_Full_Survey_inclusive_of_all_charts.pdf
Dowling, P. J., Festing, M., & Engle Sr., A. D. (2008).
International human resource management: Managing people in
a multinational context (5th edition). London, UK: Thompson
Learning.
Duarte, F. (2011). What does a culture of corporate social
responsibility “look“ like? A glimpse into a Brazilian mining
company. International Journal of Business Anthropology, 2 (1),
106-122.
Ervin, A. L. (2015). Cultural transformations and globalization:
Theory, development, and social change. Boulder, CO:
Paradigm Publishers.
Ferrarro, G. P., & Briody, E. K. (2017). The cultural dimension
of global business (8th edition). Oxon & New York: Routledge.

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References
Gale, N. K., Shapiro, J., McLeod, H. S. t., Redwood, S. &
Hewison, A. (2014). Patients-people-place: Developing a
framework for researching organizational culture during health
service redesign and change. Implementation Science, 9 (106),
1-11.
Harzing, A.-W. (2001). Of bears, bumble-bees, and spiders: The
role of expatriates in controlling foreign subsidiaries. Journal of
World Business, 36 (4), 366-379.
Harzing, A.-W. (2002). Are our referencing errors undermining
our scholarship and credibility? The case of expatriate failure
rates. Journal of Organizational Behavior, 23, 127-148.
Heenan, D. A. & Perlmutter, H. V. (1979). Multinational
organizational development. Reading, MA: Addison-Wesley
Publishing Co.
Meyskens, M. et al. (2009). The paradox of international talent:
Alternative forms of international assignments. International
Journal of Human Resource Management, 20 (6), 1439-1450.
Philip, G. & McKeown, I. (2004). Business transformation and
organizational culture: The risk of competency, IS and TQM.
European Management Journal, 22 (6), 624-636.
van Muijen, K., Expat Marketing (2012). How big is the expat
market? Retrieved from
(https://expatmarketing.com/news/expat-trends/how-big-is-the-
expat-market, February 24.
Vance, C. M. & Youngsun, P. (2015). Managing a global
workforce: Challenges and opportunities in international human
resource management (3rd edition). New York, NY: Routledge,
Taylor & Francis.
Varner, I. I. & Palmer, T. M. (2002). Successful expatriation
and organizational strategies. Review of Business, Spring, 8-11.

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31
Ch10
32
Review the nature & ways to manage multiparty negotiations
Outline steps for building effective & powerful coalitions
Cultivate better practices for working across group negotiations
Multiparty & team negotiations
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In multiparty negotiations – each actor represents a
constituency
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Sell it and buy a new inexpensive stereo system
Sell it and buy a new expensive stereo system
Doesn’t want
to sell it
POSITIONS VS. INTERESTS
Sell it and split the money
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Nature of multiparty negotiations
Number of parties
Principal/agents with role/status/power
Informational and computational complexity
Keeping track of information
Acceptable solution
Social complexity
Motivational orientation (Individualistic vs. Collectivistic)
Groupthink (e.g. NASA Challenger mission, 1986 & NASA
Columbia mission, 2003)

34
Groupthink
35
35
36
Symptoms of groupthink that causes things to go astray
Illusion of invulnerability
Belief in inherent morality of the group
Collective rationalization
Out-group stereotypes
Self-censorship
Illusion of unanimity
Direct pressure on dissenters
(Janis, 1972)

36
Multiparty negotiations
37
Individualistically-motivated parties in multiparty negotiations
are more trusting and engage in less argumentation.
True False
(Lewicki, Barry, & Saunders, 2010)
37
Multiparty negotiations
38
Conflict is a natural part of group life that improves members’
ability to complete tasks, work together, and sustain these
relationships.
True False

38
39
Nature of multiparty negotiations
Procedural complexity
Coordination of the process
Holistic vs. sequential
Strategic complexity
Consider strategies of all parties
Observers can lead to distributive bargaining
Factor in the number of parties involved (North Korea)
Strive for coalition building
39
40
Effective group behaviour
Use an agenda & chair to manage the process
All members participate

Define key terms of agreement
Be specific
Check assumptions & inferences
Share relevant information
Disclose & focus on interests over positions
Share disagreement & test solutions
Invite questions/comments
Make decisions by consensus
Conduct a self-critique
40
STAGES OF
MULTIPARTY NEGOTIATION
Pre-negotiation
Characterised by many informal contacts among the parties
Negotiation
Structure follows a group discussion to try to achieve an
effective & endorsed result
Agreement
Parties select among the alternatives put forward
41

41
42
Managing the pre-negotiation stage
Establish participants
Form coalitions
Define group member roles (e.g., leader, mediator/ facilitator)
Task roles
Relationship roles
Understand the costs and consequences of no agreement
Is cost of impasse the same for individuals?
42
43
Roles by group members
Adapted from (Benne & Sheats, 1948)

43
Coalitions in multiparty negotiations
44
It is uncommon for coalitions to exist before negotiations begin.
True False
44
45
Advantages of coalitionsCoalitions can conserve resources.
Coalitions can achieve more widespread reach within a
community than any single organisation can attain.
Coalitions can accomplish objectives beyond the scope of any
single organisation.
Coalitions have greater credibility than individual
organisations.
Coalitions provide a forum for sharing information.
Coalitions provide a range of advice & perspectives to the lead
agency.
Coalitions foster personal satisfaction & help members to

understand their jobs in a broader perspective.
Coalitions can foster cooperation between grassroots
organisations, community members, and/or diverse sectors of a
large organisation.
(Cohen, Baer, & Satterwhite, 2002)
45
46
Basic steps to building an effective coalitionAnalyze the
program’s objectives & determine whether to form a coalition.
Recruit the right people.
Devise a set of preliminary objectives & activities.
Convene the coalition.
Anticipate the necessary resources.
Define elements of a successful coalition structure.
Maintain coalition vitality.
Make improvements through evaluation.
(Cohen, Baer, & Satterwhite, 2002)

46
47
Pre-negotiation preparation
Background
Learn the Issues, collect information & discover interests
Devise a set of ground rules
Agendas
Define each issue
Set the order
Introduce process & substantive issues
Assign time limits to various items
47
Multi-issues in multiparty negotiations
48
In multiparty negotiations, research shows that parties who
approached multiple issues simultaneously achieved lower
quality agreements.
True False

48
49
Managing the negotiation stage
Appoint an appropriate chair
Use & restructure agenda
Caveat: be aware of potential drawbacks
Ensure diversity of information and perspectives
49
The chair in multiparty negotiations
50
When a chairperson is also advocating a particular position or
preferred outcome, it will be difficult for that individual to act
or be seen as neutral.
True False

50
51
Carrying out multiparty negotiations
Ensure consideration of all available information
The Delphi technique
Brainstorming
Nominal group technique
Manage conflict effectively
Relationship conflict
Task conflict
Process conflict
Delphi method –
communication structure
51
52
Carrying out multiparty negotiations
Review & manage the decision rules
Strive for a first agreement
Manage problem team members

52
53
Managing the agreement stage
Select the best solution
Single alternative vs. package
Develop an action plan
Implement the action plan
Evaluate outcomes & process
Even ones that are politically unpopular
53
54
Managing the agreement stage
Role of group chair or facilitator in moving toward a successful
completion:

Move the group toward selecting one or more options
Encourage packaging & tradeoffs
Shape and draft the tentative agreement
Discuss implementation and follow-up
Thank the group
Organize and facilitate the postmortem
54
55
Copenhagen 2009 Climate Talks
Illustration of coalitions
BASIC coalition (Brazil, South Africa, India, and China)
negotiated the final details of the Copenhagen Accord with the
United States.
BASIC was initiated by China and India. They then invited
Brazil and South Africa (SNOWBALLING). Sudan was also
invited to represent the G77.
They wanted the Copenhagen Accord to set the stage for a
“twin-track” agreement – with tough and binding targets for
developed countries and voluntary commitments for themselves
(OBJECTIVE).
The four countries decided that they would walk out (POWER)

of Copenhagen together if necessary (if any of our non-
negotiable terms are violated).
China agreed to accept a limited international monitoring of its
targets (India claimed to have pushed China on that)
(INFLUENCE).
(Susskind, Moomaw, & Walters (Eds.), 2009)
55
56
Observations of interteam negotiations
Integrative agreements are more likely
Yet, teams can be more competitive & claim more value
Accountability pressures vary
Relationships among team members affect negotiation process
& outcomes
56

57
Seek familiarity, not friendship
Discuss differences in advance
Assign roles & responsibilities
(Shonk, 2017)
How to maximise
team negotiations
57
58
Cultural intelligence scale
Cultural Intelligence Scale is a scale that seeks to measure an
individual's ability to understand, act and manage effectively
in culturally diverse settings. CFA results supported CQS's
satisfying psychometric characteristic.
(Gozzoli & Gazzaroli, 2018)

58
59
Cultural intelligence scale check
(Ang & van Dyne, 2015)
I am conscious of the cultural knowledge I use when interacting
with people with different cultural backgrounds.
I adjust my cultural knowledge as I interact with people from a
culture that is unfamiliar to me.
I am conscious of the cultural knowledge I apply to cross-
cultural interactions.
I check the accuracy of my cultural knowledge as I interact with
people from different cultures.
I know the legal & economic systems of other cultures.
I know the rule (e.g., vocabulary, grammar) of other languages.
I know the cultural values and religious beliefs of other
cultures.
I know the marriage systems of other cultures.
I know the arts & crafts of other cultures.
I know the rules for expressing non-verbal behaviours in other
cultures.
I enjoy interacting with people from different cultures.
I am confident that I can socialise with locals in a culture that is
unfamiliar to me.
I am sure I can deal with the stresses of adjusting to a culture
that is new to me.
I enjoy living in cultures that are unfamiliar to me.
I am confident that I can get accustomed to the shopping
conditions in a different culture.

I change my verbal behaviour (e.g., accent) when a cross-
cultural interaction requires it.
I use pause and silence differently to suit different cross-
cultural situations.
I vary the rate of my speaking when a cross-cultural situation
requires it.
I change my non-verbal behaviour when a cross-cultural
situation requires it.
I alter my facial expressions when a cross-cultural situation
requires it.
Respond to each statement: Strongly Disagree (1), Disagree (2),
Neither Agree nor Disagree (3), Agree (4), Strongly Agree (5)
59
60
Summary
Overviewed the characteristics of multiparty negotiations
Foreshadowed how to avoid being immersed in a groupthink
situation
Conceded there are challenges in negotiations involving more
players or bias
Explicated however that dividends may result from having
diversity across teams & developing cultural intelligence

61
References
Ang, S., & van Dyne, L. (Eds.) (2015). Handbook of cultural
intelligence: Theory, measurement, and applications. London:
Routledge.
Cohen L, Baer N, Satterwhite P. Developing effective
coalitions: an eight step guide. In: Wurzbach ME, ed.
Community Health Education & Promotion: A Guide to Program
Design and Evaluation. 2nd ed. Gaithersburg, Md: Aspen
Publishers Inc; 2002:144-161.
Gozzoli, C., & Gazzaroli, D. (2018). The cultural intelligence
scale (CQS): A contribution to the Italian validation. Frontiers
in Psychology, 9 (1183), pp. 1-8.
Janis, I. L. (1972). Victims of groupthink: A psychological
study of foreign-policy decisions and fiascos. Oxford, England:
Houghton Mifflin.
Lewicki, R.J., Saunders, D.M., & Barry, B. (2010). Essentials
Shonk, K., Harvard Law School (2017, June 26). 3 team-
building techniques for successful negotiations. Retrieved from
https://www.pon.harvard.edu/daily/business-negotiations/team-
building-techniques-successful-negotiations/
Susskind, L. E., Moomaw, W., & Waters, N. J. (Eds.). (2009).
Papers on international environmental negotiation, Volume 17:
On the road to Copenhagen (2009) attributes. Cambridge, MA:
PON Books.

61
NEGOTIATION PLANNING FORM
Team F:
What are the issues?
· Operation Paradrop needs to recruit appropriate staff members
to accomplish its objectives and make a profit.
· Operation Paradrop needs to provide training to candidates to
champion critical delivery of blood to Australian remote and
rural areas.
· They have limited time to provide training because they have
scheduled meetings with medical supply and pharmaceutical
companies in four weeks to get the product distribution signed
to commence operations.
· Collaborating with the engineers to enabled them to transport
the packaged blood or emergency alternate lightweight medicine
to medical personnel.
· As commercial support we need to be able to have the
appropriate skills as individuals and as a team that the recruiters
are seeking.
ABOUT YOUR TEAM
1. What is your overall goal?
Our overall goal is to create a good relationship with the
engineers to enable an efficient collaboration between us to
deliver the blood and other emergency medicines effectively.

This will enable our goal of wanting to gain the commercial
support position in Operation Paradrop by showing our area of
expertise and demonstrating our ability to collaborate in order
to achieve the company's goals and objectives which includes
most importantly; forming an agreement with the government.
2. How important is each issue to you?
All these issues are important to us because we need to get a
position in paradrop. We need to be able to collaborate
effectively with the engineers to create an efficient delivery
system. Additionally, we must understand that time is of the
essence for the company to select and train candidates to be
available during that time. Also, it is important that we show
our skills in commercial support to help us get the position.
3. What is your asking price/opening offer?
We will collaborate with the engineers in order to be flexible if
the task is changed to another emergency lightweight medical
product. Offering our skills as commercial support in exchange
for a job with Operation Paradrop. Our opening offer includes
40-hour work weeks with 4 weeks total in holidays and a salary
of around $55,000.
4. What is your target?
Our target is to successfully get a position in Operation
Paradrop at the salary of $50,000 per year. We also aim to show
the recruiters that we are able to work well in teams as we are
the hub of all the other teams in the company by also providing
the flexibility that is needed if emergency medicine is needed.
5. What is your resistance point?
Our resistance point will be to accept one additional task
required by engineering team to support their operations.
6. What is your BATNA?
Our BATNA will be to gain a position as a commercial support

team with one of Operation Paradrop’s competitors called RFDS
Droner Alert to enable either project to meet the government’s
needs of providing medical care to rural areas of Australia.
ABOUT THE OTHER TEAM
1. What might be their overall goal?
The other team’s goal will be to acquire the engineering
position in Operation Paradrop. They may have a goal of
finding out how we will achieve the flexibility of packaging
another emergency lightweight medical product. They may need
to know more about the way to handle this product.
Additionally, they will want to create a collaborative
environment with us in order to show their skills in working
together. As we are the hub of all the teams, they may play into
the inequities in power by subordinating themselves to our
team.
2. How important might each issue be to them?
All of these issues will be important to them as acquiring a job
at Operation Paradrop is their main priority while also
providing efficient delivery system with commercial support.
3. What might be their asking price/opening offer?
While also offering their skills as an engineer in exchange for a
job with Operation Paradrop. They will likely have similar
demands such as a 40 hour work week with 4 weeks total in
holidays, however with a higher salary of around $70,000.
4. What might be their target?
Their target is to successfully get a position in Operation
Paradrop at the salary of $65,000 per year and offered a full-
time job. In order to achieve this they will aim to demonstrate
their expertise and team working abilities.
5. What might be their resistance point?
Their resistance point would be taking on 1 or more of our tasks

in addition to their already demanding task in order to support
our operations.
6. What might be their BATNA
Their BATNA could be similar to ours as if they will not be
successful they may consider changing to another company.
STRATEGY AND TACTICS
1. What is your overall negotiation strategy?
The overall negotiation strategy will be integrative as both the
outcome of the negotiation and relationship with the other team
is important. We will be collaborating with the other team
because we need to show our ability to work in a team in order
to receive a job offer.
2. What tactics are you going to use?
The tactics that will be used include creating and claiming value
in order for Operation Paradrop to find the team and individuals
in the team appropriate for the job. We will also use the tactic
of showing concern for the opponent and their needs to show
our collaborative skills. Additionally, we will use clear and
accurate communication to enhance the negotiation information
sharing. So, both the engineering team and our team will be
required to be collaborative by working together to accomplish
the organization’s goals and objectives. In this case, the value
in our negotiations will be created through a cooperative
strategy by using integrative bargaining.
3. What might be their overall negotiation strategy?
They will also be using integrative strategy and will be
collaborating with us because we will be required to work as a
team to achieve the company's goals. Operation Paradrop has
specified the importance of teamwork and as a candidate they
will incorporate these strategies to maximise their suitability to
the job.

4. What tactics might they be using?
As this is a chance for candidates to be hired, all teams will be
operating on their optimal behaviour to satisfy the company’s
recruitment officers. Therefore, their tactics will be similar to
ours in order to create a collaborative environment where we
can work together harmoniously.
5. Are you going to change your strategy and tactics if they
followed a different strategy and associated tactics than what
you anticipated? If yes, how?
We will change our strategy in order to get the position. This
will be done in order to accommodate the other team, giving our
team the ultimate collaborative behaviour that recruiters will be
able to see and favour. Therefore, the integrative/ collaborative
strategy would be the most effective to come up with better
solutions.
Operation Paradrop
Background
Due to the lack of access to medical products, 5.8 million
children alone die every year. Zipline was able to tackle this
problem by piloting a service to deliver medical supplies across
Rwanda. It has since quickly expanded into Ethiopia, Mali and
Ghana. Zipline became the first instant delivery system to use
small, autonomous aircraft that are lightweight, can carry a 1.8
kg load, and can get to out-of-the-way places within a half hour.
Today, 35 percent of the entire national blood supply is being
delivered from one distribution centre that services 60 percent
of the hospitals in Rwanda. They ship 36 different types of
blood for mothers and children with urgent needs. The Ministry
of Health pays for every delivery, so their service is not reliant

on philanthropy.
Their specially designed aircraft fly to a hospital or medical
centre. Positioned 30 feet above the ground, the vehicle drops
an inexpensive paper parachute. The parcel will land within a
targeted area of two parking spaces. This service seems like a
miracle for doctors who historically waited for medicine that
frequently never arrived and led to adverse patient outcomes.
The technology also alleviates waste. Instead of stockpiling
medicine that might go unused and expire, or having
insufficient supplies on hand, there is no longer any reason to
procure anything unnecessary. Significantly, the drone service
provides both routine and emergency drops. Since the end of
2018, it has saved nearly 3000 lives while reducing healthcare
costs.
A distribution centre can be set up in three days to cover up to 5
million patients who lie within an 80 square kilometre radius.
Zipline offers up to 500 flights per day. Due to its resounding
success rates, the company has been approved to expand its
service to include 300 different medical products, virtually the
entire supply chain.
Operation Paradrop
After following Zipline’s success in Africa, a startup company,
Operation Paradrop was created to replicate this business model
to serve patients that require prompt attention in hard-to-reach
places in this country. Operation Paradrop’s founder has a
medical background and volunteered for the Royal Flying
Doctor Service (RFDS). The entrepreneurial venture that has
since developed into Operation Paradrop is evidently founded
by a passion to help all people obtain life-saving equipment and
precious medicine. Operation Paradrop recently received an
injection of venture capital to assemble experts to launch a

medical emergency delivery service across rural and remote
parts of Australia.
To date, the local and national governments have been ill-
equipped to garner the resources or cooperation for delivery of
blood, vaccines and other medical supplies. For this reason, the
Australian Government has recently considered partnering with
a not-for-profit organisation, the RFDS Droner Alert, which
similarly utilises drone technology to deliver emergency
medical supplies. While a business from that sector may fill
some gaps, Operation Paradrop believes it will be inadequate
compared to what a commercial operation can offer as money
will always be an issue. Operation Paradrop has presented the
government with its own business proposal, requesting it to
extend to Medicare to subsidise partial costs of the medicine
and equipment which takes the burden off local healthcare
facilities to transport these products by road. Cementing an
agreement with government is also contingent upon Operation
Paradrop’s capacity to hire appropriate staff members who can
accomplish its objectives and turn a profit.
Although significant effort was spent to secure initial funding
for Operation Paradrop, critics contend money should be better
spent to improve existing healthcare facilities, repairing or
purchasing ambulances. Now that financing was acquired,
Operation Paradrop aims to properly prepare to enter the
marketplace and shun these critics by ensuring people benefit
and the startup investors get their return. It is crucial that
competent players are assembled to harness the right skills for
this company’s success and champion critical delivery of blood
to rural and remote areas of Australia. Scheduled meetings with
leading medical supply and pharmaceutical companies in four
weeks are required to sign product distribution agreements to
officially commence operations. Additionally, a suitable
location was scouted to set up Operation Paradrop’s centralised
base of operations, leasing an old airport hangar that is adjacent

to an unused air strip in the Australian outback.
Six teams are required to realise this vision. They fall into two
categories—tech versus business operations personnel. The tech
crew will be made up of people with experience in
manufacturing, engineering and IT backgrounds. The business
operations crew, on the other hand, will require people with
experience in marketing, commercial support and quality
control, who straddle both sides of business and technology.
Time is of the essence to select and get everyone trained.
Medical recruiters will oversee bringing viable experts together
to hire candidates with the best qualifications. These recruiters
sent out psychometric assessments to all preliminary candidates
and narrowed down the choices from their profiles. Next week,
these candidates will convene for workshops in negotiations to
show how they perform in a team environment. Then Operation
Paradrop will make the final cuts, offer positions and arrange
for final applicants to relocate and start training.
Team primary roles
Candidates will negotiate for positions with Operation Paradrop
in the following trans-disciplinary teams, showing their specific
area of expertise. Despite each team having different objectives
to fulfil and individuals coming from diverse multicultural
backgrounds, they must all demonstrate their ability to work
together.
Team F. Commercial Support objectives: You are the first point
of contact for the company, and act as the hub of operations for
all teams. Another important role is to package the blood that
gets dispatched to engineers for transport to medical personnel.
Therefore, you have to correctly prepare the parcels that contain
the outgoing life-saving products. Sometimes this task entails
flexibility if another emergency for a lightweight medical

product arises such as delivering insulin for diabetics. How will
you generally achieve this?
4
Intercultural Communication and Negotiation Skills
1500 words
Required Structure
1. Introduction (250 words)
· Very briefly introduce the simulation (see the other file for the
simulation negotiation that we as a group did)
2. Reflection on critical incidents (950 words) This section is
the most important use the major sources here
Reflect on critical incidents during the negotiation simulation.
Use theories, models or concepts on two of the negotiation
topics: 1. power 2. communication best practices in
negotiations—in order to make sense of these incidents. DO
NOT describe these theories/models/frameworks in assignment.
Your correct have to use them to provide a thought explanation
of the moments or events will suggest to us that you understand
them. evidence to support (week 11, 12 ppt)

3. Lessons learnt as an intercultural negotiator and team player
(300 words)
· Reflect on what you have learnt as an intercultural negotiator
and team player using relevant theories, models, frameworks, or
concepts from this unit and theories from the final lectures
· (slides weeks 9-11).
4. References
· APA for all referencing.
· From ppts, and reading list
Required Format
· Use headings and subheadings
· Number all pages
· Ensure that the in-text references and the references list at the
end of the report use the QUT APA Referencing Style
· Use 14 sources including journal articles and book. (you
should cite the original source not the lecture sliders)
· Please write based on the CRT requirements
Notes about the negotiation
This what happened in the negotiation:
We are group F. a commercial support team was negotiated
with other team called engineering group. At the negotiation
day the other group started to talk and was collaborative as our
group. they were believed that their team and our team should
be working together in order to complete the task perfectly
because the company will need the engineering group as well as
the commercial support in their organization, so both teams
decided to work together exchange the information,
understanding their point of view be flexible listen to them have

some workshop if necessary to get the job done proficiently. We
also suggested some ideas to make the task in deadline. like
the other team they said that they are going to do some
volunteering activity to support the ill people and the poor. Our
team suggested to have some workshops in order to increase
knowledge and find different culture and work with them. Team
environment.
MY Opinion:
The negotiation was easy the both team agreed on similar things
working together, I preferred working as collaborative team
because I came from a collaborative society. I had difficulty to
participate in the negotiation because of communication like
language, I felt hard to deliver my point of view or my
information during the negotiation. I also have difficulty to
negotiate that because of mt background in my community the
women did not have the right to fight for her opinion so when I
had the negotiation, I was not ready and I felt difficulty to use
my power I felt that I have less power than the other members. I
sometime had miscommunication with the team and the other
team that we negotiated with. I found that to collect and
understand the situation and assume what the other team will
say in the negotiation day was very helpful for me in order to
prepare for the plan B. I also found that meeting with my team
face to face was better than contact in the social media,
unfortunately we met once( so in this point you can explain that
the group were happy to contact though the social media where
I proffered to make face to face meeting to come up with better
decision making.
What I have learnt and What I have to do in future:
· Let other have knowledge and collect information during the

negotiation
· Working as a group not individually
· Understanding people from different background
· Respect other cultures and understand them
· In the negotiation bay I learnt that the pest way is to have
collaborative and each group win no one will lose the
negotiation
· I learnt that I will face different culture and different though
when I got job
· I have to be Flexible
· Listen others and empathises (understand and share the feeling
with other)
· I have to Do workshop in order to mix with different people
and communicate with them
· Increase my Interpersonal skills
The CRA Table that you need to follow in the writing:
1

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