Isabella has worked as Martina's executive assistant for 10 years, often working overtime without a raise for 3 years. Martina is worried about losing Isabella but her company has not turned a profit in 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. The observer will take notes on the negotiation.
Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the past 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
Isabella, who has worked as an executive assistant to Martina for 10 years, is considering looking for a new position that pays more money. Martina has not given Isabella a raise in 3 years. Martina is worried about losing Isabella but her company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. They will take on the roles of Isabella and Martina, with a third person observing and taking notes on the negotiation.
The document discusses strategies and tactics for distributive bargaining situations. It describes distributive bargaining as a "win-lose" scenario where the goals of each party are in direct conflict over limited resources. It recommends preparing by setting target and resistance points. Several tactics are examined, including assessing the other party's alternatives, managing impressions, modifying perceptions, and manipulating costs and delays. The document warns against intimidation tactics and provides guidelines for making concessions, closing deals, and dealing with hardball tactics commonly seen in distributive negotiations.
This document discusses strategies and tactics for distributive bargaining. Distributive bargaining is a "win-lose" situation where the goals of each party are in conflict and the resources being negotiated are limited. Key strategies include assessing the other party's alternatives and resistance point in order to push for a settlement near their resistance point. Tactics discussed include managing impressions of offers, modifying the other party's perceptions, and manipulating costs of delay or termination. The document provides guidelines for concession making, establishing commitments, and dealing with hardball tactics like good cop/bad cop.
This document discusses strategies for distributive bargaining situations where the goals of parties are in conflict over limited resources. It outlines preparing with target and resistance points, assessing the other party's alternatives and costs, managing impressions, and using tactics like opening offers, concessions, and closing deals. The key is discovering the other's resistance point and influencing it through perception modification and manipulating delay costs. Typical hardball tactics include lowballing/highballing and playing up unimportant issues.
The document discusses cross-cultural negotiations and conflict resolution. It defines negotiation and outlines the basic negotiation process. Culture influences negotiations in areas like consensus building, competitiveness, and perception of the process. Situational factors and verbal/nonverbal tactics also impact negotiations. Low-context and high-context cultures differ in their communication styles, expectations, and approaches to conflict. Understanding these cultural dynamics and being adaptable is important for successful cross-cultural negotiations.
This document discusses differences between Eastern and Western negotiation styles. It notes that Eastern styles tend to prioritize group goals and hierarchical decision-making, while Western styles emphasize individualism and non-structured processes. Additionally, Eastern negotiators take a long-term orientation, willing to renegotiate to achieve long-term objectives, whereas Westerners focus on short-term goals and adhere strictly to contracts. The document also outlines some key communication differences and tools that Western negotiators commonly use, such as requests for information/proposals and shareholder agreements.
Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the past 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
Isabella, who has worked as an executive assistant for 10 years, is considering looking for a new job because she has not received a raise in 3 years. Her boss, Martina, is concerned about losing Isabella but the company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella.
Isabella, who has worked as an executive assistant to Martina for 10 years, is considering looking for a new position that pays more money. Martina has not given Isabella a raise in 3 years. Martina is worried about losing Isabella but her company has not turned a profit in the last 2 years. Isabella and Martina meet to negotiate a possible raise for Isabella. They will take on the roles of Isabella and Martina, with a third person observing and taking notes on the negotiation.
The document discusses strategies and tactics for distributive bargaining situations. It describes distributive bargaining as a "win-lose" scenario where the goals of each party are in direct conflict over limited resources. It recommends preparing by setting target and resistance points. Several tactics are examined, including assessing the other party's alternatives, managing impressions, modifying perceptions, and manipulating costs and delays. The document warns against intimidation tactics and provides guidelines for making concessions, closing deals, and dealing with hardball tactics commonly seen in distributive negotiations.
This document discusses strategies and tactics for distributive bargaining. Distributive bargaining is a "win-lose" situation where the goals of each party are in conflict and the resources being negotiated are limited. Key strategies include assessing the other party's alternatives and resistance point in order to push for a settlement near their resistance point. Tactics discussed include managing impressions of offers, modifying the other party's perceptions, and manipulating costs of delay or termination. The document provides guidelines for concession making, establishing commitments, and dealing with hardball tactics like good cop/bad cop.
This document discusses strategies for distributive bargaining situations where the goals of parties are in conflict over limited resources. It outlines preparing with target and resistance points, assessing the other party's alternatives and costs, managing impressions, and using tactics like opening offers, concessions, and closing deals. The key is discovering the other's resistance point and influencing it through perception modification and manipulating delay costs. Typical hardball tactics include lowballing/highballing and playing up unimportant issues.
The document discusses cross-cultural negotiations and conflict resolution. It defines negotiation and outlines the basic negotiation process. Culture influences negotiations in areas like consensus building, competitiveness, and perception of the process. Situational factors and verbal/nonverbal tactics also impact negotiations. Low-context and high-context cultures differ in their communication styles, expectations, and approaches to conflict. Understanding these cultural dynamics and being adaptable is important for successful cross-cultural negotiations.
This document discusses differences between Eastern and Western negotiation styles. It notes that Eastern styles tend to prioritize group goals and hierarchical decision-making, while Western styles emphasize individualism and non-structured processes. Additionally, Eastern negotiators take a long-term orientation, willing to renegotiate to achieve long-term objectives, whereas Westerners focus on short-term goals and adhere strictly to contracts. The document also outlines some key communication differences and tools that Western negotiators commonly use, such as requests for information/proposals and shareholder agreements.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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This document provides an introduction to negotiation concepts. It discusses that negotiations occur to share resources, create new opportunities, or resolve disputes. It defines the difference between bargaining and negotiation, with bargaining being win-lose and negotiation being win-win. Key themes are the definition of negotiation situations, interdependence between parties, and understanding conflict dynamics. Characteristics of negotiation include parties with conflicting needs expecting a give-and-take process to reach agreement rather than fighting or quitting. Interdependence means parties need each other to achieve their goals, and their alternatives shape this interdependence. The document also discusses mutual adjustment between parties, value claiming versus value creation approaches, levels of conflict, and styles of conflict management.
Why should you get none of what you want when you can get most of what you want? There is no skill more fundamental to success than the ability to negotiate.
Whether you are negotiating with venture capitalists or for a promotion, negotiation skills are vital to get more of what you want by giving up less than what you want. You will leave this talk with specific operational advice to immediately improve the quality of your professional life.
Learn more about:
» Emotionally connect with opponents for better outcomes for all parties.
» Understand the limits of BATNA as a negotiating technique.
» Transform negotiations from fixed to variable sum gains.
The document discusses various concepts related to negotiation including the dual concerns model, different negotiation styles, and the importance of framing and perception in negotiation. It also provides tips for managing trust and distrust in negotiation contexts. Key terms like BATNA, tactics, and strategies are defined. Different types of bargaining like distributive and integrative are explained. Common mistakes in negotiation are outlined and anchoring is illustrated through examples of opening offers.
This document discusses factors that make international negotiations more complex than domestic negotiations. It covers two overall contexts that influence international negotiations: environmental context and immediate context. Environmental context includes factors outside of negotiators' control like politics, economics, culture and external stakeholders. Immediate context includes factors negotiators have some influence over like relative bargaining power and desired outcomes. The document also discusses cultural dimensions from Hofstede's model and their impact on negotiation processes and strategies. Effective cross-cultural negotiation requires understanding one's own and other cultures at both general and specific relationship levels.
This document provides an overview of the mediation process and skills. It discusses key steps including introductions, storytelling, identifying issues and needs, problem-solving, and reaching agreements. Important mediation skills are also covered such as active listening, effective questioning, feedback, reframing, managing anger, separate sessions, summarizing, and negotiations. The goal of mediation is to assist conflicting parties in resolving issues through facilitating communication and helping them find mutually agreeable solutions.
The document discusses negotiation and conflict resolution between the United States and Mexico regarding shared groundwater resources. It provides background on the issue, including the 1944 treaty and subsequent agreements between the two countries. However, negotiations have continued since 1973 without resolution. Even with cooperative political relations and established authorities, differences between federal and state governments can impede cooperation on resolving shared natural resource issues.
Conflict and Negotiations ''with companies examples''Saad Sair
This document provides an overview of conflict and negotiations. It defines conflict and outlines three views of conflict: the traditional, resolution focused, and interactionist views. It then describes the conflict process and defines negotiation. The document contrasts distributive and integrative bargaining and applies the five steps in the negotiation process. It also shows how individual differences and cultural differences can influence negotiations.
Negotiations - the art of getting things doneRajThilak
The document discusses a three-dimensional approach to negotiation called 3-D Negotiation. The three dimensions are tactics, deal design, and set-up. Many negotiators focus only on tactics but overlooking deal design and set-up can undermine success. When negotiations stall, diagnosing the barriers is important before determining the best strategy. The barriers could be tactical, related to the deal structure, or due to flaws in how the negotiation is set up. The right approach may involve tactics, deal design changes, or altering the negotiation set-up and parties involved.
This is a one-day negotiation training that I recently presented to Qwest Communications in Denver, over a two-day period (50 people is the maximum number that exercise-based negotiation training can be effective)
All of us negotiate every day at work, in relationships and with third parties however most of us have never been taught any negotiation theory or some tricks of the trade. Join Samuel Tait for a review of what he learned from top 5 US business school, Wharton from their semester long Negotiation class.
Learn about:
- Negotiating some of the big & small things in life.
- The 3 secrets of principled negotiation and win-win outcomes.
- The top 10 things about negotiation you’ve probably never been taught.
- Understand the 3 elements that drive principled negotiation and win-win outcomes
- Find out what a BATNA and ZOPA are and how they will make you a better negotiator.
Any decision that requires more than one person involves some level of negotiation. We all negotiate as part of our jobs, but few of us have consciously thought through negotiation strategies. At this program you’ll learn a step-by-step process for approaching any negotiation, leaving you better prepared to create outcomes that meet the interests of all parties.
Culture has a significant impact on business negotiations between parties from different cultures. The negotiation process is more complex and each step, from communication styles to decision making, is influenced by culture. Understanding cultural differences, learning about your counterpart's culture, and finding "win-win" solutions that satisfy both sides are keys to successful intercultural negotiations. Different cultures have their own styles when it comes to preparations, presentations, arguments, agreements, and behaviors before, during, and after negotiations.
Negotiation involves groups with conflicting interests meeting to resolve differences through offers, counteroffers, and concessions. There are three types of third parties that can be involved - a mediator who helps parties reconcile differences, an arbiter who can impose a solution, or a neutral negotiator skilled in bargaining. Effective negotiation requires planning, understanding different strategies like distributive and integrative bargaining, properly handling the negotiation process, and avoiding common mistakes like poor preparation.
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
1) The document discusses an approach to principled negotiation developed by Fisher, Ury, and Patton in their book Getting to YES. This approach aims to produce wise, efficient, and relationship-friendly agreements.
2) The principled negotiation approach involves separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria.
3) Key aspects of the approach include understanding both your and the other side's interests, developing creative solutions, and basing agreements on fair standards rather than compromising positions.
Part of the CIBC Presents Entrpreneurship 101 lecture series. For more information including a session webcast, visit: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/negotiations-11052008.html
The art of effective negotiation; how to build lasting agreements without becoming either a bully or a wimp. The art of negotiation touches every aspect of our lives -- we routinely negotiate with our spouses, our children, our landlord, our employer, and so on. It is equally important in business -- we negotiate with our customers, our suppliers and our investors. This lecture, \"Negotiation for Fun and Profit,\" is given by Michael Erdle, managing partner of Deeth Williams Wall. Michael is a specialist in mediation and arbitration and gives a thorough grounding in the basics of negotiating skills.
Case studies focus on issues situations most entrepreneurs will face: research projects, starting a business venture, obtaining investors and licensing a product or invention.
The document provides information on negotiating and the skills needed to be a successful negotiator. It discusses preparing for negotiations, including understanding your interests, alternatives, and aspiration points. It also covers the different stages of negotiation - information exchange, bargaining, and closing. The document outlines different negotiation styles and behaviors, including hard and soft approaches. It emphasizes the importance of separating the people from the problem, avoiding confrontation, and taking an unconditionally constructive approach to negotiations. Overall, the document stresses the value of preparation, understanding both sides, effective communication and problem solving to achieve mutually beneficial outcomes in negotiations.
The document discusses various negotiation strategies and techniques, including when to negotiate and when not to, different negotiation styles, preparing for negotiation by understanding interests and alternatives, anchoring offers, expanding the negotiation issues, and tips for opening offers such as framing proposals optimistically within reason. It provides an overview of international negotiation concepts and best practices.
The document discusses various challenges that can arise in negotiations, including dysfunctions, misperception and bias, decreased communication, and magnified differences. It notes that arguing over positions is an ineffective way to negotiate for three key reasons: it triggers competitive processes, blurs the real issues, and leads to rigid commitments. The human element can both help and harm negotiations through emotionality and perceptions of the other side.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
This document provides an introduction to negotiation concepts. It discusses that negotiations occur to share resources, create new opportunities, or resolve disputes. It defines the difference between bargaining and negotiation, with bargaining being win-lose and negotiation being win-win. Key themes are the definition of negotiation situations, interdependence between parties, and understanding conflict dynamics. Characteristics of negotiation include parties with conflicting needs expecting a give-and-take process to reach agreement rather than fighting or quitting. Interdependence means parties need each other to achieve their goals, and their alternatives shape this interdependence. The document also discusses mutual adjustment between parties, value claiming versus value creation approaches, levels of conflict, and styles of conflict management.
Why should you get none of what you want when you can get most of what you want? There is no skill more fundamental to success than the ability to negotiate.
Whether you are negotiating with venture capitalists or for a promotion, negotiation skills are vital to get more of what you want by giving up less than what you want. You will leave this talk with specific operational advice to immediately improve the quality of your professional life.
Learn more about:
» Emotionally connect with opponents for better outcomes for all parties.
» Understand the limits of BATNA as a negotiating technique.
» Transform negotiations from fixed to variable sum gains.
The document discusses various concepts related to negotiation including the dual concerns model, different negotiation styles, and the importance of framing and perception in negotiation. It also provides tips for managing trust and distrust in negotiation contexts. Key terms like BATNA, tactics, and strategies are defined. Different types of bargaining like distributive and integrative are explained. Common mistakes in negotiation are outlined and anchoring is illustrated through examples of opening offers.
This document discusses factors that make international negotiations more complex than domestic negotiations. It covers two overall contexts that influence international negotiations: environmental context and immediate context. Environmental context includes factors outside of negotiators' control like politics, economics, culture and external stakeholders. Immediate context includes factors negotiators have some influence over like relative bargaining power and desired outcomes. The document also discusses cultural dimensions from Hofstede's model and their impact on negotiation processes and strategies. Effective cross-cultural negotiation requires understanding one's own and other cultures at both general and specific relationship levels.
This document provides an overview of the mediation process and skills. It discusses key steps including introductions, storytelling, identifying issues and needs, problem-solving, and reaching agreements. Important mediation skills are also covered such as active listening, effective questioning, feedback, reframing, managing anger, separate sessions, summarizing, and negotiations. The goal of mediation is to assist conflicting parties in resolving issues through facilitating communication and helping them find mutually agreeable solutions.
The document discusses negotiation and conflict resolution between the United States and Mexico regarding shared groundwater resources. It provides background on the issue, including the 1944 treaty and subsequent agreements between the two countries. However, negotiations have continued since 1973 without resolution. Even with cooperative political relations and established authorities, differences between federal and state governments can impede cooperation on resolving shared natural resource issues.
Conflict and Negotiations ''with companies examples''Saad Sair
This document provides an overview of conflict and negotiations. It defines conflict and outlines three views of conflict: the traditional, resolution focused, and interactionist views. It then describes the conflict process and defines negotiation. The document contrasts distributive and integrative bargaining and applies the five steps in the negotiation process. It also shows how individual differences and cultural differences can influence negotiations.
Negotiations - the art of getting things doneRajThilak
The document discusses a three-dimensional approach to negotiation called 3-D Negotiation. The three dimensions are tactics, deal design, and set-up. Many negotiators focus only on tactics but overlooking deal design and set-up can undermine success. When negotiations stall, diagnosing the barriers is important before determining the best strategy. The barriers could be tactical, related to the deal structure, or due to flaws in how the negotiation is set up. The right approach may involve tactics, deal design changes, or altering the negotiation set-up and parties involved.
This is a one-day negotiation training that I recently presented to Qwest Communications in Denver, over a two-day period (50 people is the maximum number that exercise-based negotiation training can be effective)
All of us negotiate every day at work, in relationships and with third parties however most of us have never been taught any negotiation theory or some tricks of the trade. Join Samuel Tait for a review of what he learned from top 5 US business school, Wharton from their semester long Negotiation class.
Learn about:
- Negotiating some of the big & small things in life.
- The 3 secrets of principled negotiation and win-win outcomes.
- The top 10 things about negotiation you’ve probably never been taught.
- Understand the 3 elements that drive principled negotiation and win-win outcomes
- Find out what a BATNA and ZOPA are and how they will make you a better negotiator.
Any decision that requires more than one person involves some level of negotiation. We all negotiate as part of our jobs, but few of us have consciously thought through negotiation strategies. At this program you’ll learn a step-by-step process for approaching any negotiation, leaving you better prepared to create outcomes that meet the interests of all parties.
Culture has a significant impact on business negotiations between parties from different cultures. The negotiation process is more complex and each step, from communication styles to decision making, is influenced by culture. Understanding cultural differences, learning about your counterpart's culture, and finding "win-win" solutions that satisfy both sides are keys to successful intercultural negotiations. Different cultures have their own styles when it comes to preparations, presentations, arguments, agreements, and behaviors before, during, and after negotiations.
Negotiation involves groups with conflicting interests meeting to resolve differences through offers, counteroffers, and concessions. There are three types of third parties that can be involved - a mediator who helps parties reconcile differences, an arbiter who can impose a solution, or a neutral negotiator skilled in bargaining. Effective negotiation requires planning, understanding different strategies like distributive and integrative bargaining, properly handling the negotiation process, and avoiding common mistakes like poor preparation.
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
1) The document discusses an approach to principled negotiation developed by Fisher, Ury, and Patton in their book Getting to YES. This approach aims to produce wise, efficient, and relationship-friendly agreements.
2) The principled negotiation approach involves separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria.
3) Key aspects of the approach include understanding both your and the other side's interests, developing creative solutions, and basing agreements on fair standards rather than compromising positions.
Part of the CIBC Presents Entrpreneurship 101 lecture series. For more information including a session webcast, visit: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/negotiations-11052008.html
The art of effective negotiation; how to build lasting agreements without becoming either a bully or a wimp. The art of negotiation touches every aspect of our lives -- we routinely negotiate with our spouses, our children, our landlord, our employer, and so on. It is equally important in business -- we negotiate with our customers, our suppliers and our investors. This lecture, \"Negotiation for Fun and Profit,\" is given by Michael Erdle, managing partner of Deeth Williams Wall. Michael is a specialist in mediation and arbitration and gives a thorough grounding in the basics of negotiating skills.
Case studies focus on issues situations most entrepreneurs will face: research projects, starting a business venture, obtaining investors and licensing a product or invention.
The document provides information on negotiating and the skills needed to be a successful negotiator. It discusses preparing for negotiations, including understanding your interests, alternatives, and aspiration points. It also covers the different stages of negotiation - information exchange, bargaining, and closing. The document outlines different negotiation styles and behaviors, including hard and soft approaches. It emphasizes the importance of separating the people from the problem, avoiding confrontation, and taking an unconditionally constructive approach to negotiations. Overall, the document stresses the value of preparation, understanding both sides, effective communication and problem solving to achieve mutually beneficial outcomes in negotiations.
The document discusses various negotiation strategies and techniques, including when to negotiate and when not to, different negotiation styles, preparing for negotiation by understanding interests and alternatives, anchoring offers, expanding the negotiation issues, and tips for opening offers such as framing proposals optimistically within reason. It provides an overview of international negotiation concepts and best practices.
The document discusses various challenges that can arise in negotiations, including dysfunctions, misperception and bias, decreased communication, and magnified differences. It notes that arguing over positions is an ineffective way to negotiate for three key reasons: it triggers competitive processes, blurs the real issues, and leads to rigid commitments. The human element can both help and harm negotiations through emotionality and perceptions of the other side.
The document discusses frames in international negotiation. It identifies 7 key frames or categories of experience: 1) substantive issues, 2) desired outcomes, 3) broader interests, 4) conflict management process, 5) identities, 6) characterizations of the other party, and 7) views of risks in potential outcomes. It also discusses traps that can occur when parties are blind to each other's frames, and the use of dialogue to reframe intractable conflicts by establishing common ground and enhancing the appeal of alternative options.
The document discusses conflict and negotiation in organizations. It defines conflict as occurring when one party negatively affects something another party cares about. There are three views of conflict: traditional sees it as harmful, human relations sees it as natural/inevitable, and interactionist sees it as necessary for group performance. Conflict can be functional, improving group goals/performance, or dysfunctional, hindering them. The conflict process involves potential opposition, cognition/personalization of the conflict, intentions to cooperate/assert interests, behaviors, and outcomes. Negotiation is an exchange process where parties attempt to agree, using integrative or distributive bargaining strategies.
The document discusses negotiation skills and conflict management. It describes the negotiation process as having 5 stages: planning and preparation, relationship building, information exchange, persuasion attempts, and concessions/agreement. It also discusses setting negotiation strategies, different types of negotiations like haggling and bargaining, and resolving conflicts through various techniques like problem solving, compromise, and altering organizational structures. Non-verbal communication cues that can provide insights during negotiations are also outlined.
Strategy & Tactics of Distributive BargainingAceones
This document discusses strategies and tactics for distributive bargaining where the goals of each party are in direct conflict and resources are fixed. It describes how parties aim to claim as much value as possible and how the existence of a bargaining zone or alternatives affects negotiating power. Key tactics discussed include assessing the other party's resistance point, managing impressions, modifying perceptions, and manipulating costs of delay or termination.
The document provides an overview of key concepts related to negotiation including:
- Common negotiation tactics like acting crazy, using a prestigious ally, limited authority, and divide and conquer strategies.
- Four phases of negotiation: plan, debate, propose, and bargain.
- Styles of negotiation including accommodating, collaborating, avoiding, competing, and compromising.
- Principles of principled negotiation including separating people from problems, focusing on interests not positions, inventing options for mutual gain, and using objective criteria.
The document discusses conflict and negotiation in organizational settings. It defines conflict and describes different views of conflict, such as the traditional view that conflict is harmful and should be avoided versus the view that conflict can be positive and necessary for group performance. The document also outlines the stages of conflict, from potential opposition to outcomes, and describes different conflict management techniques organizations can use, such as problem solving, compromise, and avoiding. It then discusses the negotiation process and strategies like integrative versus distributive bargaining.
Conflict can be either functional or dysfunctional. Functional conflict stimulates creativity and is focused on issues, while dysfunctional conflict breeds hostility and threatens the organization. Managers should minimize intergroup conflict by eliminating negative interactions between groups and fostering positive relationships across groups. When conflicts arise, integrating the concerns of all parties and finding mutually agreeable solutions through techniques like mediation or added-value negotiation can help resolve issues and strengthen relationships.
Negotiating involves communicating between two or more parties to reach an agreement on differing needs or ideas. It draws on skills in communication, psychology, and conflict resolution. Effective negotiators prepare thoroughly, focus on interests rather than positions, and use a cooperative problem-solving approach to find mutually beneficial solutions.
Principled negotiation is a type of bargaining that focuses on mutual interests and finding mutually beneficial outcomes. There are four key elements: mutual gain, focusing on interests rather than positions, separating emotions from issues, and using objective criteria. Team and multiparty negotiations involve multiple people on each side and present additional challenges around fluctuating alternatives and coalition formation. An adversarial approach focuses on hard bargaining and achieving the most aggressive party's interests, while neglecting the other side's problems and interests. Overcoming biases around one's own viewpoints and perceptions of the other side can help reach mutually agreeable solutions.
This document provides an overview of negotiation strategies and best practices. It discusses preparing for negotiation by understanding your interests and those of the other party. During negotiation, the key is to focus on interests rather than positions, listen actively, and be willing to find alternative solutions. Successful negotiations lead to consensus and maintain positive relationships between parties for future discussions. Gender differences in negotiation styles are also addressed. The overall message is that effective negotiation requires preparation, active listening, focusing on interests, finding mutually agreeable solutions, and maintaining good working relationships.
This document provides an overview of negotiation strategies and best practices. It discusses preparing for negotiation by understanding your interests and those of the other party. During negotiation, the key is to focus on interests rather than positions, listen actively, and be willing to find alternative solutions. Successful negotiations lead to consensus and maintain positive relationships between parties for future discussions. Gender differences in negotiation styles are also addressed. The overall message is that effective negotiation requires preparation, active listening, focusing on interests, finding mutually agreeable solutions, and maintaining good working relationships.
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
1) The document discusses the principles of principled negotiation as outlined by Roger Fisher and William Ury in their book Getting to Yes, including separating the people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria.
2) Key aspects of principled negotiation are dealing directly with perceptions, emotions, and communication to resolve "people problems", identifying shared and conflicting interests, and developing multiple solutions to address all interests.
3) The document contrasts principled negotiation with positional bargaining, noting the former tends to produce wiser and more efficient agreements while maintaining relationships.
- Negotiation involves discussions between two or more parties with the goal of reaching an agreement that satisfies all parties. It typically involves give-and-take where concessions are made.
- There are different types of negotiation including principled negotiation which focuses on mutual interests, team negotiation which involves multiple people on each negotiating side, and multiparty negotiation between more than two parties which can be complex.
- Key skills for effective negotiation include preparing well by understanding your alternatives if no deal is reached, building rapport with the other side, listening actively, asking questions to learn interests, and searching for agreements where both sides get value.
The document provides an overview of negotiation strategies and challenges faced by women in negotiations. It discusses how women are less likely to initiate negotiations, ask for less, and negotiate salaries less frequently than men. As a result, women often lose out on hundreds of thousands of dollars over their careers compared to men. The document then outlines different bargaining styles used by men and women and strategies for effective negotiations, including identifying interests, creating value for both sides, and finding integrative solutions that address everyone's interests.
The document discusses various aspects of negotiation including:
1) Negotiation involves acting to make things change and evolve through exchange, rather than remaining inert.
2) There are different approaches to negotiation such as advocating for one's own interests, finding win-win solutions, and collaborating creatively.
3) Proper preparation, understanding interests rather than positions, and developing solutions through open discussion and compromise are keys to successful negotiations.
This document provides an overview of key concepts in negotiation including distributive negotiation, integrative negotiation, BATNA, reservation price, ZOPA, value creation, and preparation steps.
The main points are:
- Distributive negotiation focuses on claiming value, while integrative negotiation aims to create value for both sides through information sharing and identifying interests.
- Knowing your BATNA (best alternative to a negotiated agreement) and the other side's BATNA strengthens your bargaining position.
- Reservation price is the least favorable deal you will accept. The zone of possible agreement (ZOPA) is the range where a mutually satisfactory deal can occur.
- Preparation includes understanding your and
Similar to International Negotiation 03 Sabana (20)
The conceptual framework outlines the key components that must be addressed in a study, including the central concepts, theoretical framework, and logical structure. It provides the foundation and plan for the study by connecting it to relevant theories and identifying the important variables, components, population/sample, timeframe, environment, and methodology. The tasks guide the researcher to define the phenomenon being studied, its contributing factors, and how various elements will be incorporated into paragraphs that form the conceptual framework.
Eugene, Oregon is known for its industries in Nike, the University of Oregon, engineering and glassblowing. The largest employers are the University of Oregon, PeaceHealth Medical Group, Lane County, Eugene School District 4J and Springfield Public Schools. Exports from Oregon include integrated circuits, machinery for making semiconductors, wheat and potassium chloride. Eugene has a startup accelerator that provides resources, funding, mentoring and coaching to local startups. The city has a lifestyle centered around its natural environment and residents enjoy an excellent quality of life, though opportunities for startups are limited and costs of living are average.
This document provides information about a group presentation comparing the cities of Eugene, Oregon and Buenos Aires. It includes:
- Details about the assignment such as it being a 10-15 minute group presentation comparing 3 cities for business setup and migration with 15 slides per city and additional conclusion slides.
- Metrics to include in the comparison such as cost of living, human development index, economic statistics, industries, crime, and pollution.
- Specific information and statistics about Eugene, Oregon's economy, largest employers, exports, human development index, startup resources, and lifestyle factors.
- A brief introduction to the next section on Buenos Aires.
Ricola, a Swiss cough drop brand, uses celebrity endorsement in international markets to appeal to local consumers and increase brand awareness. They have partnered with famous actors, athletes, and musicians from various countries to promote the Ricola brand and products. This localization strategy allows Ricola to tailor their marketing message and celebrity selection based on each unique culture and market for maximum effectiveness.
Canada has a midterm exam with question 4 focusing on trade. The document briefly mentions MIT and trade twice, suggesting the question may evaluate knowledge of international trade concepts discussed in an economics or policy course.
This document discusses examining trade between Colombia and Chile, looking at their imports and exports, and choosing a country to analyze further for a class assignment on international trade.
Latin American immigrants frequently send money, known as remittances, back to their home countries, with 60% doing so monthly. Remittances make up a significant source of funds for some developing nations, with immigrants sending $30 billion back to their home countries annually, more than total foreign aid. Globally, remittances reached $689 billion in 2018, up from $633 billion the prior year, and remittances to Colombia specifically increased over the last two years, reaching 581.70 million USD in July 2019.
The document discusses the different ideologies that shaped early American political thought. It contrasts the views of Franklin, Jefferson, and Washington with Hamilton. Franklin focused on perfecting man through inventions and institutions, while Jefferson favored a rural intellectual society. Washington supported a strong national government. Hamilton advocated for cities, international commerce, and policies like a national bank and protective tariffs that would help merchants and manufacturers. Hamilton's views represented the Federalist perspective, while opponents like Jefferson were anti-Federalists who wanted to limit concentrated power and promote agrarian interests and self-government. The document also briefly lists current leaders of North, Central, and South American countries.
This document discusses several major free trade agreements including NAFTA between the US, Canada and Mexico; MERCOSUR between South American nations; and CAFTA between the US and Central American countries. It also lists several bilateral free trade agreements. The benefits of free trade agreements are described as opening markets, treating international companies the same as domestic firms, gradually lowering tariffs and attracting more foreign direct investment. The consequences discussed are Mexico initially experiencing an economic shock and financial crisis from NAFTA but it eventually benefited Mexico, and NAFTA led to more manufacturing moving from the US to Mexico, especially in the automotive and garment industries.
The document provides a stock market quiz asking to name one company each from the chemicals, petroleum, internet, consumer goods, and staples industries. It also lists largest companies by state, private companies, foreign cash, and includes a link to an Argentina industrial map.
This document discusses communication patterns and cultural differences between various countries. It provides information on national communication patterns in countries like Finland, Germany, Italy, and the UK. It also discusses listening habits in countries like the US, Germany, France, Russia, Denmark and Sweden. Additionally, it talks about high trust and low trust societies, providing examples of low trust countries like China and Italy. It provides insights into cultural qualities perceived about countries like America, Germany, and leadership styles in countries such as Germany and Japan.
This document discusses several key concepts in geopolitics including Mackinder's Heartland Theory which argues that controlling Eastern Europe allows control of the world. It also defines supranational organizations like the EU and UN as separate entities formed by states for mutual benefit. Finally, it outlines some unique aspects of the EU such as its multifaceted governance structure and optional membership driven by economic incentives.
The document discusses research on skilled negotiators and how they differ from average negotiators in their planning and approach. Some key findings include: 1) Skilled negotiators take a long-term approach to planning rather than focusing on short-term issues. 2) They consider a wider range of options rather than fixating on a single outcome. 3) Skilled negotiators set flexible limits in terms of ranges rather than rigid limits.
This document discusses various aspects of European culture, history, and communication styles. It provides information on topics like multiculturalism in Europe, the spread of European influence through colonization and imperialism, key events in European history like the Renaissance, Reformation, Industrial Revolution, and World Wars, as well as analysis of trust levels, leadership styles, and communication patterns in different European countries. The document also describes some notable European cultural landmarks and features of the built landscape.
This document provides an overview of American culture and history. It discusses stereotypes about Americans, key cultural values like individuality and independence, and communication norms. It also covers the role of geography in shaping American culture, laws and rules immigrants should know, and how the population of North America declined after European contact.
This document discusses several international business theories and concepts. It begins with an overview of the Uppsala internationalization model and the transaction cost analysis model. It then discusses born global firms, the OLI framework, Porter's diamond model, and national competitiveness clusters. Additional sections cover Huawei's history, forms of government influence, local content laws, import restrictions, and tax controls. The document provides examples and diagrams to illustrate various international business theories.
The document provides an overview of American culture and some key aspects of studying American culture, including:
- American culture values individuality and independence, with direct communication styles and an emphasis on timeliness.
- The U.S. was historically described as a "melting pot" but is now seen as more of a "salad bowl," where different cultures maintain their identities within American society.
- Key aspects of American culture include an emphasis on self-reliance, assertiveness, and the belief that hard work leads to success. Punctuality and respect are highly valued in communication and social interactions.
1. The Uppsala internationalization model proposes that firms gradually increase their international involvement through incremental steps of no regular exporting, using independent representatives, establishing sales subsidiaries, and finally production subsidiaries in foreign markets. This allows firms to take a gradual approach and manage risk.
2. Transaction cost analysis theory suggests that firms should internalize activities through wholly owned subsidiaries when the transaction costs of using external organizations are too high.
3. Porter's diamond framework analyzes the national environment using factors of demand conditions, related and supporting industries, firm strategy/rivalry, and factor conditions that influence the competitiveness of industries within that nation.
This document discusses several theories of internationalization:
1) The Uppsala internationalization model proposes that firms gradually increase their foreign market commitment and geographic diversification over time, starting with no regular exports and progressing to foreign production and sales subsidiaries.
2) The transaction cost analysis model suggests that firms will choose to internalize activities through wholly-owned subsidiaries if the transaction costs of using external organizations are too high.
3) Other internationalization theories discussed include the OLI paradigm, born global firms, and factors influencing national competitiveness like openness to trade and quality of business environment regulations.
This document provides an overview of the key components of the Canadian constitution. It discusses the British North America Act of 1867, which united the colonies of Canada, Nova Scotia, and New Brunswick and established a federal union with separate powers for the central and provincial governments. Subsequent milestones included the Statute of Westminster in 1931, which made Canada fully independent, and the Constitution Act of 1982, which patriated the constitution and included the Charter of Rights and Freedoms. The Charter guarantees fundamental freedoms, democratic rights, mobility rights, legal rights, equality rights, and language rights.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
3. Isabella has worked as the executive assistant to Martina for ten years. Isabella has worked overtime on many occasions when Martina had special projects to complete. Martina has not given Isabella a raise in her salary for three years and Isabella is thinking about looking for a new position which could pay her more money. Martina is concerned about losing Isabella to another employer but is worried that her own company has not made a profit in the last two years. Isabella and Martina sit down in the conference room to negotiate a possible raise in salary for Isabella. ROLE #1: ISABELLA ROLE #2: MARTINA ROLE #3: OBSERVER (Take notes and report about negotation)
16. Negotiation Considerations Social How will others view the agreement Emotional How will you feel about the agreement Successful Negotiations Lewicki and Fisher Economic Will you be satisfied with the economic results Triad of concerns
17. Perception Subjective. Always check your views, opinions and analysis of your position One’s view of fairness. (Barry Bond’s homerun). Be very careful of your client's (and your own) perception of fairness. Frames
18. Bias Perception: Fixed Pie the erroneous belief that the other party’s interests are directly opposed to one’s own interests when, in fact, they are often not completely opposed.
19. Bias Perception: Thompson and Hastie Explored the consequences for outcomes. They measured individual fixed-pie perceptions after just five minutes of negotiation They found fixed pie predicted individual and joint negotiation payoffs such that fixed-pie perceptions were associated with lower individual and joint profits. Negotiators with strong fixed-pie perceptions failed to identify interests that could be profitably logrolled or that were completely compatible.
20. Bias Perception: Why does this occur? Biased information search (negotiators’ faulty search for necessary information) Biased information processing (negotiators’ faulty processing of available information).
21. Bias Perception: Extremism Partisan perceivers believe that their own perceptions map onto objective reality. When they realize that the other side’s views differ from their own, they first attempt to “straighten out” the other side; when this does not work, they regard the other side as extremist. partisan perceivers tend to view the other side as having interests that are more opposed to their own than is actually the case.
22. Bias Perception: Problems with Extremism Exacerbates conflict Partisan perceivers ascribe more negative traits to their negotiating partner even when partisanship has been randomly assigned right before the negotiation Reduces the likelihood of reaching comprehensive integrative agreements during face-to-face negotiations
23. Bias Perception: Reactive Devaluation Bias Negotiators discount or dismiss concessions made by the other party merely as a function of who is offering them
24. Bias Perception: Stillinger, Epelbaum, Kelter, and Ross (1990) Experiment Participants negotiated with a confederate over the policy of their university regarding a political issue. Constant The antagonism of the negotiating confederate was held constant. During the negotiation, the confederate for a time adopted a stubborn position. Concession In two experimental conditions, however, the confederate ultimately made a concession; in the third (control) condition, no concession at all was made. Rating Subsequently, participants rated the attractiveness and significance of a number of different proposals, including the ones that had been offered in their negotiation session. Results Non-offered concessions were rated as more attractive and significant than offered concessions: The very fact that their counterpart offered them a concession diminished its value in the eyes of the participants.
25. Bias Perception: Fundamental Attribution Error People tend to view their own behavior as largely determined by the situation BUT B. regard other’s behavior as driven by chronic dispositions Larrick and Su (1999) Demonstrated this bias operated in negotiation. Negotiators erroneously attributed tough bargaining behaviors to difficult personalities rather than to situational factors. Fundamental attribution error often results from lack of sufficient information about the opponent’s situation.
26. Bias Perception: Coercion Bias People erroneously believe that A. coercive tactics will be effective in generating concessions when dealing with opponents BUT B. believe that these same tactics, when applied to the self, will have the opposite effect—that is, to increase their resolve not to concede. Rothbart and Hallmark (1988) in-group and outgroup members differed in the judged efficacy of coercion and conciliation as social influence strategies. Out-group members perceived coercion as more effective than conciliation when applied to others, In-group members perceived coercion as less effective than conciliation when applied to their own social or categorical group members.
27. Perceptions: Framing Framing: constructing and representing interpretations. Defining key issues and key problems. Perspective. Separates issue from other ideas. Aggregate and process information. Language we choose engage. notion of what we are doing: discussion, argument, fight Frames persist as long as they are useful. When people hold to their frames, conflict can occur. Frames can be transformative. Change frame, change conversation. Frames can be shifted.
44. Perceptions: Three Views of Frames Categories of experience Interests, rights, power Process of issue development
45. Language Ohio negotiation. Environmentalist. Developers. Environmentalists. Called polluters developers. Conflict. Result of nonverbal looks and glances. Polarizing language.
46. Trust/Distrust Frame Trust distrust different frames. Main role of negotiator / mediator. Decide which you are doing: Building trust. Managing distrust. Marcos de la desconfianza de la confianza diversos. Posicion principal del negociador/del mediador. Decida cuál usted está haciendo: Confianza del edificio. Desconfianza de manejo.
47. Trust/Distrust Frame Trust Frame. Little step by step process. Reliability. Competence. Distrust Frame. Apologies. Reparation. Say vs Do. Marco de la confianza. Marcos de la desconfianza de la confianza diversos. Papel principal del negociador. Poco proceso paso a paso. Confiabilidad. Capacidad. Marco de la desconfianza. Apologías. Reparación. Diga contra hacen.
48. Managing Trust Creating positive expectations. Confident expectations about the other. Shape them by: Language. Clear exceptions. Manage expectation. Crear expectativas positivas. Expectativas confidentes sobre la otra. Fórmelas cerca: Lengua. Excepciones claras. Maneje la expectativa.
49. Managing distrust Tools. Boarders. Boundaries. Processes. Not trust building. Manages downside risk. Distrust binding. Prenuptial agreement. Herramientas. Huéspedes. Límites. Procesos. No edificio de la confianza. Maneja riesgo de baja. Atascamiento de la desconfianza. Acuerdo Prenuptial.
50. Frames as Categories of Experience 1 Substantive. What the conflict is about. 2 Outcome. The predispositions the parties have to achieving a specific result. 3 Aspiration. Predispositions the parties have towards satisfying a broader set of interests. 4 Conflict Management Process. How the parties will go about resolving their dispute. Substantivo. Sobre cuál el conflicto está. Resultado Las predisposiciones los partidos tienen que alcanzando un resultado específico. Aspiración. Predisposiciones que los partidos tienen hacia la satisfacción de un sistema más amplio de intereses. Proceso de la gerencia del conflicto. Cómo los partidos irán alrededor a resolver su conflicto.
51. Frames as Categories of Experience (cont.) 5 Identity. How the parties define “who they are”. 6 Characterization How one party defines the other party. 7 Loss-gain. How the parties view the risks of particular outcomes. 5. Identidad. Cómo los partidos definen “quién son”. 6. Caracterización Cómo un partido define el otro partido. Pérder-gane. Cómo los partidos ven los riesgos de resultados particulares.
52. Decision Trap: Frame Blindness Understanding Frames. Framing Traps. Boundaries. Reference Points . Yardsticks . Metaphors. Thinking/Cultural Frames. Dealing With Frames. Marcos de comprensión. Trampas que enmarcan. Límites. Puntos de referencia. Criterios. Metáforas. Pensamiento/marcos culturales. El ocuparse de los marcos.
53. Use of dialogue to reframe intractable conflicts Reduce tension and manage the de-escalation of hostility: techniques such as listening projects, study circles, and some forms of mediation. Perspective taking: techniques such as acknowledging critical identities, imaging of identities Reduzca la tensión y maneje el decapado de la hostilidad: técnicas tales como proyectos que escuchan, círculos de estudio, y algunas formas de mediación. Tomar de la perspectiva: técnicas tales como reconocimiento de las identidades críticas, proyección de imagen de identidades
54. Use of dialogue to reframe intractable conflicts Establish a common ground as a basis for agreement: techniques such as search for common ground and visioning/search processes enable reframing around a smaller set of issues. and characterizations, narrative forums, and listening circles allow disputants to understand the conflict and its dynamics. Enhance the desirability of options and alternatives: Several approaches exist that may enhance the desirability of alternative options when presented to parties with divergent frames. Establezca un terreno común como base para el acuerdo: las técnicas tales como búsqueda para los procesos del terreno común y el visioning/de la búsqueda permiten reframing alrededor de un sistema más pequeño de ediciones. y las caracterizaciones, los foros narrativos, y los círculos que escuchan permiten que los disputants entiendan el conflicto y su dinámica. Realce la deseabilidad de opciones y de alternativas: Varios acercamientos existen que pueden realzar la deseabilidad de opciones alternativas cuando están presentados a los partidos con los marcos divergentes.
56. Escalation Discovery makes us overconfident. We want to get more certainty. Negotiator wants all the info (legal:depos) before theycan decide We spend too much money on finding information (legal: discovery) It increases “loss aversion”. Try to settle early.
57. Emotions Emotions drive negotiations: you cannot avoid them…deal with them. Become aware of your emotions, your clients and the other sides. My experience: Always be professional, be courteous, do not become vindictive it is better to build relationships rather than break them.
68. De Dreu, Nauta, and van de Vliert (1995) found that negotiators tend to make self-serving evaluations of conflict behavior.
69. Una de las metas más fundamentales de la vida humana es la preservación y el mantenimiento de la uno mismo-identidad.
70. De Dreu, Nauta, y van de Vliert (1995) encontraron que los negociadores tienden a hacer evaluaciones interesadas de comportamiento de conflicto. 05/09/08
74. La evaluación interesada de los behaviorwas del conflicto se asoció a la frustración creciente, solución de problemas reducida, y probabilidad realzada del conflicto futuro.
75. Así, el uno mismo-realce puede ser un antecedente de motivación central de la escalada del conflicto.05/09/08
76.
77. Specifically, the egocentric bias tends to make parties believe that it is fair for them to have more of the negotiated.
79. Specifically, the egocentric bias tends to make parties believe that it is fair for them to have more of the negotiated.05/09/08
80.
81. Egocentrism leads parties to anticipate that others will make over-harvesting decisions and deplete common goods.
82. Negotiators claim what they want and, at the same time, believe that their claim is fair.
83. Egocentrism leads parties to anticipate that others will make over-harvesting decisions and deplete common goods.05/09/08
84.
85. When people are given feedback indicating that they have not performed well on a task, they are more likely to promote themselves.
86. La gente experimenta una amenaza para su amor propio, ella necesita afirmar al uno mismo (Steele, 1988).
87. Cuando dan la gente la regeneración que indica que ella no se ha realizado bien en una tarea, ella es más probable promoverse. 05/09/08
88.
89. More likely to evaluate that person stereotypically if their self-images have been threatened by negative feedback (Fein and Spencer, 1997).
90. La derogación de una blanco estereotipada aumenta el amor propio de la gente cuya se ha amenazado uno mismo-imagen (Fein y Spencer, 1997). Más probablemente evaluar a esa persona stereotypically si sus uno mismo-imágenes han sido amenazadas por la regeneración negativa (Fein y Spencer, 1997). 05/09/08
92. Step #1: Preparing Your Strategy Assess the situation. There are four basic bargaining situations depending on: (1) The perceived importance of the ongoing relationship and (2) the perceived conflict over the the stakes involved (to what degree do both sides want the same limited resource such as money, power, terms, etc.)
93. The Situational Matrix Perceived Conflict Over Stakes High Low High Importance of Relationship Low
94. Negotiating in the Quadrants Quadrant IV: Tacit Coordination - Calls for tactful avoidance of conflict, not negotiation. Quadrant III: Transactions - Stakes are substantially more important than relationships. Leverage counts. Competition, problem solving. Quadrant II: Relationships - Treat the other party well, generously, the stakes are secondary. Accommodate. (Einstein job offer, e.g.) Quadrant I: Balanced Concerns - Problem solving or compromise
95. Prepare a Bargaining Plan Make a list of questions you intend to ask at the beginning of the negotiation in order to assess the assumptions of the other side: Is a relationship most important to them? Are the stakes most important to them? Do they believe it is a Balanced Concerns situation? Prepare your bargaining plan based on the other side’s assumptions.
98. Having multiple items in the bargaining mix and being creative in dealing with them can be very helpful - in both competitive and collaborative negotiations.
99. Sistema de las ediciones que son o se podrían considerar en las negociaciones.
100. A menudo, diferencias substanciales entre los partidos en la importancia de varias ediciones.
101.
102. Developing Rapport The “liking rule.” We prefer to say “yes” to someone we like and trust. We like and trust people exactly like ourselves -- similarity. Research the decision maker’s likes and dislikes, hobbies, sports, etc. thoroughly Negotiate face-to-face, not online or over the phone -- tough to build trust, rapport, and understanding.
104. Obtaining Information on Interests, Issues, and Perceptions (reconassance) Exchange information without giving up anything. Ask questions -- don’t be a blabbermouth -- and remember the cardinal rule of discovery: Probe first, disclose later. Test for understanding Make sure you understand Summarize
105. Signaling Expectations and Leverage Deliver bad news (deal breakers, threats) early in a negotiation. Sell all the deal terms early. Indicate where you can and cannot be flexible (credibility). Signal your expectations and leverage.
106. Signaling Leverage Your Leverage as You See It Strong Weak Firm How You Want to Act Flexible
107. If You Are Going to Be Flexible, Get Credit for It Let the other side know what alternatives you have before you show you are not going to use the alternatives (BATNAs). By revealing your alternatives and not using them, you get credit for being generous and reasonable. Be fair, but always make sure you get credit for being fair.
108. Match the Other’s Side’s Style Tit for tat in style, too. If the they are screaming, tough, fierce competitors, they will like and respect you if you are like them. Yell back If they are bullies, confront them early. Once again, the reciprocity principle at work. Train people to be cooperative.
109. Step #3: Opening and Making Concessions The bargaining stage is dominated by tactics, which depend on the situation. Competitor Vs competitor, relationship vital, etc. Bargaining formally begins when negotiators on one side open with a concrete, plausible (in their mind) offer.
110. Opening Tactics: Open First? If you are uninformed about the other side’s business, interests, or demands, never open first. If you are well informed, always open first: It lets you fix the range -- the zone of realistic expectations. Sometimes forces the other side to rethink its goals. Most important, allows you to set the anchor. We tend to be heavily influenced by first impressions.
111. Anchoring When the other side hears a high or low number, they adjust their expectations (unconsciously) accordingly. The first offer anchors the other side’s perception of your walk-away price (NBC Super Bowl). First offer must be somewhat reasonable (no more than 50% higher than you will settle for). As high as possible--as close to the other side’s walk-away as possible (that’s the home run). Outlandish numbers at the beginning can kill the deal or destroy your credibility if you drastically reduce the offer later.
112. Framing Framing is a process of describing or explaining a situation a particular way. Framing is the use of analogy, metaphor, or characterization to define the problem or to advocate a solution of that problem.
113. Framing Frame all of your offers. Framing emphasizes the value of your offer. Framing provides justification for the other side to make concessions. “Just pennies a day” frames an offer. To those who like to win, frame as a gain, a win -- emphasize benefits. For those who are afraid to lose (losses loom larger than gains to many), frame as a possible loss -- emphasize the pain and shame of losing.
114. 2/7/2011 Negotiating with Objective Criteria Frame each issue as a joint search for objective criteria. Ask “What’s your theory?”. Agree first on principles before discussing the substantive issues. Capítulo cada edición como búsqueda común para los criterios objetivos. Pida "cuál es su teoría?". Convenga primero en principios antes de discutir las ediciones substantivas.
115. 2/7/2011 Negotiating with Objective Criteria Reason and be open to reason. Don’t use standards to hold a position. Splitting the difference on standards is legitimate. Asking a third party to decide is sometimes best. La razón y esté abierta a la razón. No utilice los estándares para llevar a cabo una posición. Partir la diferencia en estándares es legítimo. Pedir que los terceros decidan es a veces la mejor: mitigación.
116. 2/7/2011 Negotiating with Objective Criteria Never yield to pressure, only to principle. Invite them to state their reasoning. Suggest objective criteria. Compare giving in to your BATNA and to your reputation. Nunca rinda a la presión, solamente al principio. Invíteles a que indiquen su razonamiento. Sugiera los criterios objetivos. Compare dar adentro a su BATNA y a su reputación.
117. Opening: Optimistic or Reasonable Depends on the situation: Relationship - High, generous Transaction - Open optimistically (high, but not too high) - the highest for which there is a supporting standard or argument enabling you to make a presentable case. Make the highest opening you can “with a straight face.” Don’t open high if you have no leverage and the other side knows it.
118. Optimistic Openings Take advantage of two psychological tendencies: The Contrast Principle and the Norm of Reciprocity. The contrast principle: If I want you to pay me $500,000 for a schedule, and I open with $750,000 (supported by presentable, “straight-face” argument), my settlement of $500,000 seems reasonable and gives the perception of getting a good deal. If I had opened for $550,000 and only come down to $500,000, the contrast would have been small and the deal not satisfying.
119. Optimistic Openings The Norm of Reciprocity: I make an optimistic opening ($750,000), and you reject it. I moderate my offer by making a significant concession ($650,000), and you feel obligated to accept it (reciprocity). Big then small offer -- “door in the face” -- second offer seems reasonable.
120. Concession Tactics Open optimistically and have room to make concessions. Concessions are the language of cooperation. They tell the other side in concrete, believable terms that you accept the legitimacy of their demands and recognize the necessity to cooperate and sacrifice to get a fair deal.
121. Concession Tactics To get movement, offer a small trade -- show that agreement is possible. Give a trade or concession in your least important area. Price to get a desired deal term or payment, e.g. The other side’s first concession is in its least important area of concerns. Try not to give the first major concession (it raises expectations and confuses people). Put the major issues aside, agree on small, easy issues first.
122. Concession Tactics Give small concessions and give them slowly. The slower you give them, the more value they have. A fast concession makes the buyer feel awful and devalues the product. Make them work hard for every concession, they will appreciate it more. Make concessions progressively smaller.
124. Split the Difference? Not unless it’s in your favor. If the other side offers it, it usually isn’t. Split the split.
125. Integrative Bargaining Tactics for integrative bargaining in which both sides start with a complete bundle of offers, demands, and interests are as follows: After a discussion of all the issues (without offers), both sides trade issues and try to problem solve. No issue is closed until all issues have been decided. Sides trade issues in clusters: “If you give me what I want on issues A and B, I’ll give you what you want on X and Y” -- the “If-Then…” scenario. For example, you can throw away deal points you don’t need (set this up in advance).
126. Elements of Negotiation Planning Elementos del planeamiento de la negociación Facts. Both Sides Agree. Needs/Interests. Internal and External. What Are Our Differences? Why? What if on Other Side. Alternatives. Win-Win or Win-Lose. Options. BATNA. Hechos. Ambos Lados Convienen. Necesidades/Intereses. Interno y externo. ¿Cuáles Son Nuestras Diferencias? ¿Por qué? Qué si en el otro lado. Alternativas. Ganar-Gane o Ganar-Pierda. Opciones. BATNA.
127. Elements of Negotiation Planning Elementos del planeamiento de la negociación Legitimacy. Why is your position proper. Communication. Frame and Reframe What You Say. Relationships. Unconditionally Constructive. People centered. Legitimidad. Porqué es su posición apropiada. Comunicación. Marco y reformule qué usted dice. Relaciones. Incondicional Constructivo. Gente centrada.
128. Elements of Negotiation Planning Elementos del planeamiento de la negociación What Do We Need. Complete, Detailed Specifications. Past Understanding. Use Internal Resources. What – Exactly - Do We Need. Complete, Detailed Specifications. Past Volumes. Projected Volumes. Define Performance. Requirements. Specifications. Set Priorities. Qué Lo hacen Necesitamos. Especificaciones Completas, Detalladas. Más allá De Entender. Utilice Los Recursos Internos. Qué - Exactamente - Lo haga Necesitamos. Especificaciones Completas, Detalladas. Más allá De Volúmenes. Volúmenes Proyectados. Defina El Funcionamiento. Requisitos. Especificaciones. Fije Las Prioridades.
129. Other Planning Issues Don’t Assume Everyone Knows. What Are Real Goals of Meeting. Contract? Relation? Information Exchange and Next Meeting Date? The Importance of the Agenda and Ground Rules. Agreements Documents “Specs”. Commitment. No asuma Que Cada uno Sabe. Cuáles son metas verdaderas de la reunión. ¿Contrato? ¿Relación? ¿Intercambio de información y la fecha próxima de la reunión? La importancia de la agenda y de los principios de base. Los Acuerdos Documentan "Espec.". Comisión.
130. Negotiation Planning From Whom Do We Want Bids. Research all prospects in last three years. Use trade directories, yellow pages, etc. To explore base. What Form of Response. Sealed Bids With Non-Price Negotiation. Two Step Bidding. Negotiation. De Quién Nosotros Desean Ofertas. Investigue todas las perspectivas en último tres años. Utilice los directorios comerciales, los Yellow Pages, el etc. Para explorar la base de el acuardo. Qué forma de respuesta. Ofertas Selladas Con La Negociación Del No-Precio. El Hacer una oferta De Dos Pasos. Negociación.
131. Negotiation Planning Availability Issues. Lead Time Commitments. Supplier’s Inventories. Quality Issues. Warranties. Pricing. Target Pricing. Acceptable Range (ZOPA). BATNA. Ediciones De la Disponibilidad. Comisiones Del Tiempo De Plomo. Inventarios Del Surtidor. Ediciones De la Calidad. Garantías. Tasación. Tasación De la Blanco. Rango Aceptable (ZOPA). BATNA.