Matthew Sticky Note The poor copy job makes it looks like there may text missing here but there isn't: "Thus Nur-Sin, your servant" Because learning changes everything. ® Negotiation Section 02: Negotiation Subproccesses Chapter 08: Finding and Using Negotiation Power © 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. © McGraw-Hill Education Why Is Power Important to Negotiators? Most negotiators believe power gives them an advantage and seek power when they perceive one of two situations. They believe they currently have less power than the other party. They believe they need more power than the other party. power, or create power equalization or power difference. Motives relate to the use of tactics used for two major reasons. To create power equalization as a way to level the playing field. Those less concerned with their power or with equal power find negotiation proceeds with greater ease and simplicity. 2 © McGraw-Hill Education A Definition of Power In a broad sense, people have power when they achieve their desires or get things done they way they want. Power over another means you can induce them to do things. Power can also mean how dependent a person is on another. Power can range from benign to oppressive and abusive. Power may also be situational. It is near impossible to define power for two reasons. Effective use of power requires a sensitive touch and varies by person. Actors, targets, and context changes with each situation. 3 © McGraw-Hill Education Sources of Power How People Acquire Power There are five identified types of power. Expert, reward, coercive, legitimate, and referent. There are five groupings of power relating to negotiation. Informational sources of power. Power based on personality and individual differences. Power based on position in an organization structural power. Relationship-based sources of power. Contextual sources of power. 4 © McGraw-Hill Education Informational Sources of Power organize data to support their position and desired outcome. In negotiation, it is likely the most important source of power. The exchange of information in negotiation is at the heart of the concession-making process. A common definition emerges through information exchange. The definition is a rationale to adjust positions and reach agreement. How information is presented is a source of power. Directly or indirectly. Power arising from expertise is a special form of information power. 5 © McGraw-Hill Education Power Based on Personality and Individual Differences Cognitive orientation. People differ in their ideological frames to power: the unity frame, radical frame or pluralist frame each shaping perspectives. Motivation orientation. Dispositions and related skills. ...

1. Matthew
Sticky Note
The poor copy job makes it looks like there may text missing
here but there isn't: "Thus Nur-Sin, your servant"

2. Because learning changes everything. ®
Negotiation
Section 02:
Negotiation Subproccesses
Chapter 08:
Finding and Using
Negotiation Power
© 2019 McGraw-Hill Education. All rights reserved. Authorized
only for instructor use in the classroom. No reproduction or
further distribution permitted without the prior written consent
of McGraw-Hill Education.
© McGraw-Hill Education
Why Is Power Important to Negotiators?
Most negotiators believe power gives them an advantage
and seek power when they perceive one of two situations.
They believe they currently have less power than the other
party.
They believe they need more power than the other party.
power, or create power equalization or power difference.

3. Motives relate to the use of tactics used for two major reasons.
To create power equalization as a way to level the playing field.
Those less concerned with their power or with equal power
find negotiation proceeds with greater ease and simplicity.
2
© McGraw-Hill Education
A Definition of Power
In a broad sense, people have power when they achieve their
desires or get things done they way they want.
Power over another means you can induce them to do things.
Power can also mean how dependent a person is on another.
Power can range from benign to oppressive and abusive.
Power may also be situational.
It is near impossible to define power for two reasons.
Effective use of power requires a sensitive touch and varies by
person.
Actors, targets, and context changes with each situation.
3

4. © McGraw-Hill Education
Sources of Power How People Acquire Power
There are five identified types of power.
Expert, reward, coercive, legitimate, and referent.
There are five groupings of power relating to negotiation.
Informational sources of power.
Power based on personality and individual differences.
Power based on position in an organization structural power.
Relationship-based sources of power.
Contextual sources of power.
4
© McGraw-Hill Education
Informational Sources of Power
organize data to support their position and desired outcome.
In negotiation, it is likely the most important source of power.
The exchange of information in negotiation is at the heart of
the concession-making process.

5. A common definition emerges through information exchange.
The definition is a rationale to adjust positions and reach
agreement.
How information is presented is a source of power.
Directly or indirectly.
Power arising from expertise is a special form of information
power.
5
© McGraw-Hill Education
Power Based on Personality and Individual Differences
Cognitive orientation.
People differ in their ideological frames to power: the unity
frame,
radical frame or pluralist frame each shaping perspectives.
Motivation orientation.
Dispositions and related skills.
the impact of emotional expression.
6

6. © McGraw-Hill Education
Structural Power Power from Traditional Hierarchy
Legitimate power comes from a job, office, or position.
This is at the foundation of our social structure.
People can acquire legitimate power by birth, by election, by
promotion, or simply by the position itself.
Legitimate power cannot function without obedience of the
governed.
Because of this, power holders may seek more than one type of
power.
Legitimacy can be applied to some social norms.
The legitimate powers of reciprocity, equality, and
responsibility or
dependence.
7
© McGraw-Hill Education
Power from Traditional Hierarchy Resource Power
Those who control resources have the capacity to give them
or withhold them.
Important organizational resources include: money, supplies,

7. human
capital, time, equipment, services, and support.
Resources are deployed as rewards or punishments
considered as reward power and coercion power.
Each has a personal and impersonal form.
Rewards and punishments can be tangible or intangible.
In negotiation, these arise as threats to punish and promises to
reward.
8
© McGraw-Hill Education
Power Based on Location in a Network
Power derives from critical resources flowing through a node.
In a network, the ties represent flows and connect nodes.
Three key aspects shape power.
Tie strength indicates strength or quality of relationships with
others.
Tie content is the resources that pass along the tie.
Network structure is the overall set of relationships in the
system.
Centrality brings power as the node is integral to a certain flow.

8. Criticality and relevance being irreplaceable is a key to keeping
power.
Flexibility the role of gatekeeper controls access to key figures
or groups.
Visibility of the task performance to others in the organization.
Membership in one or more coalitions.
9
© McGraw-Hill Education
Figure 8.1:
Comparing
Organizational
Hierarchies and
Networks
Jump to slide containing descriptive text.
10
© McGraw-Hill Education
Power Based on Relationships
Goal interdependence.

9. Referent power.
Made salient when one party identifies a commonality in an
effort to
increase their power (persuasiveness) over the other.
Can also have negative forms.
Used when parties seek to create distance or division between
themselves and others, or to label the other.
11
© McGraw-Hill Education
Contextual Sources of Power
BATNAs.
Having a strong BATNA increases the likelihood you will make
the first
offer, increase your outcomes, gain leverage, and claim mor e
value.
For integrative outcomes, the reverse is true.
Culture.
Culture shapes what power is seen as legitimate.
Agents, constituencies, and external audiences.
Negotiations become more complex if acting as an agent and

10. when
there are multiple parties critiquing the outcomes.
12
© McGraw-Hill Education
Consequences of Unequal Power
Research studies support the following findings.
Differences in power and level of interdependence can lead to
different conflict orientations and behaviors.
Parties with equal power are likely to engage in cooperative
behavior,
while parties with unequal power likely use threats and
punishment.
The more powerful party has the capacity to determine the
outcome,
but does not necessarily use that power.
13
© McGraw-Hill Education
Dealing With Others Who Have More Power
Never do an all-or-nothing deal.
Make the other party smaller.

11. Make yourself bigger.
Build momentum through doing deals in sequence.
Use the power of competition to leverage power.
Constrain yourself.
Good information is always a source of power.
Ask many questions to gain more information.
Do what you can to manage the process.
14
Because learning changes everything.®
www.mheducation.com
End of chapter 08.
© 2019 McGraw-Hill Education. All rights reserved. Authorized
only for instructor use in the classroom. No reproduction or
further distribution permitted without the prior written consent
of McGraw-Hill Education.
Because learning changes everything. ®
Negotiation

12. Section 02:
Negotiation Subprocesses
Chapter 07:
Communication
© 2019 McGraw-Hill Education. All rights reserved. Authorized
only for instructor use in the classroom. No reproduction or
further distribution permitted without the prior written consent
of McGraw-Hill Education.
© McGraw-Hill Education
Basic Models of Communication
Communication is an activity occurring between two people:
a sender and a receiver.
Senders have a thought or meaning in mind.
Senders encode the meaning into a message to transmit to a
receiver.
The message is transmitted through a channel or medium to
receiver.
The receiver decodes and interprets it, gaining understanding.
In one-way communication, this process would be complete.
A two-way process cycles back and forth.
-way

13. communication.
2
© McGraw-Hill Education
Figure 7.1: A Transactional Model of Communication
Involving Two Parties
Jump to slide containing descriptive text.
Source: Adapted from Foulger
info/research/unifiedModelOfCommunication.htm
3
© McGraw-Hill Education
Two-Party Exchange and Feedback
The receiver takes an active role in several ways.
The recipient receives and interprets the message both for
content
The recipient then becomes a sender encoding a response.
Effective communicators pause to consider the best channel to
use.
In negotiation, the feedback can take various forms:

14. A nonverbal gesture.
An expressed emotion.
A question asking for clarification.
A response, expansion, or rebuttal to the first message.
4
© McGraw-Hill Education
Distortion in Communication
Individual communicators
each have goals.
Diverse goals or antagonism
may lead to distortion or errors.
Messages are the symbolic
forms used to communicate.
Symbolic-prone communication
can distort meaning and intent.
Encoding is putting the
message into symbolic form.
Affected by skill.
Channels or media are means
of transmitting messages.

15. Verbal, nonverbal, symbolic?
Sent by which conduit?
Reception is the process of
comprehension.
Language differences lead to
distortions and errors.
Interpretation is gaining the
meaning of decoded messages.
Everyone filters messages.
5
© McGraw-Hill Education
Avoiding Distortion - Feedback
An important way to avoid problems in communication is by
giving the other party feedback.
Inform the sender the message was received, encoded, and
ascribed
with the meaning the sender intended.
Absence of feedback contributes to distortions.
In negotiation, feedback can distort communication by
influencing their
offers and evaluations of possible outcomes.

16. Negotiators should remember that feedback can be used
strategically.
To induce concessions, change strategies, or alter assessments.
6
© McGraw-Hill Education
What is Communicated During Negotiation?
Offers, counteroffers, and motives.
Communication of offers is dynamic, interactive, and drives
change.
Information about alternatives.
The existence of a BATNA changes several things in a
negotiation.
Information about outcomes.
Be cautious about sharing outcomes or even positive reactions.
Social accounts or explanations to the other party.
Explains mitigating or exonerating circumstances, or reframing.
Communication about process.
This may be not just helpful, but critical when conflict
intensifies.

17. 7
© McGraw-Hill Education
What is Communicated Three Key Questions
Are negotiators consistent or adaptive?
Negotiators are more likely to be consistent in their
communication
patterns than to vary their approach.
Does it matter what is said early in the negotiation?
High-status negotiators did better when they had more speaking
time
during the first five minutes, but tone matters.
Only mixed evidence for a link of early communication to joint
gains.
Is more information always better?
Too much information may lead to the information-is-weakness
effect.
This may depend on the type of issues and types of information
used.
8
© McGraw-Hill Education

18. How People Communicate Language
In negotiation, language operates at two levels.
The logical level for proposals or offers.
The pragmatic level semantics, syntax, and style.
Communication depends on encoding and decoding.
Idioms or colloquialisms may be a problem, also
miscommunication
between males and females or between cultures.
Choice of words signal a position, but also shape and predict
the conversation that ensues.
Linguistic patterns early in the negotiation help define issues in
ways
that may help integrative possibilities later on.
9
© McGraw-Hill Education
Use of Nonverbal Communication
Some nonverbal acts, attending behaviors, are important.
Make eye contact.
This is a cue you are listening, but occasionally look away.

19. Use this when speaking, keeping verbal and nonverbal cues in
synch.
Adjust body position.
Hold your body erect, lean forward, and face the person
directly.
Nonverbally encourage or discourage what the other says.
A few simple gestures could encourage or discourage a speaker.
Nonverbal communication done well may achieve better
outcomes.
Nonverbal communication can also be used in teleconferencing.
10
© McGraw-Hill Education
Selection of a Communication Channel
Communication is experienced differently through different
channels face-to-face, telephone, and writing are traditional.
The use of network-mediated information is called virtual
negotiation.
The choice of channel shapes perceptions and behavior norms.
The key variation between channels is social bandwidth.
The ability to carry and convey subtle cues beyond the literal

20. message.
Email is a written communication with some distinctions.
People treat email as informal and send unpolished messages.
The lack of social cues lowers inhibition and may lead to
flaming.
11
© McGraw-Hill Education
Communication Channels and Outcomes
Rapport is more likely in face-to-face channels.
Also disclosure of truthful information is more likely.
Written channels are more likely to end in impasse.
Face-to-face promotes cooperation but may also enhance
toughness.
Email can mask or reduce power differences.
Reviewability is an asset but there are a couple of drawbacks.
E-negotiation gives an excuse from preparing properly.
Writing in e-negotiation is challenging leading to rapid closure.
12

21. © McGraw-Hill Education
E-Mail Negotiation and Medium Management
In e-negotiation, impasse is likely as party numbers increase.
Schmoozing on the phone prior to negotiations improves
outcomes.
Medium management is using virtual channels effectively.
Reactive medium mangers are less successful than proactive.
- -
mediums.
different channels depending on cooperation and mindset.
13
© McGraw-Hill Education
Bias With Online Negotiations
Temporal synchrony bias.
Tendency to behave as if in a synchronous situation, when it is
not.
Burned bridge bias.

22. Tendency to employ risky behavior, not used in face-to-face
encounters.
Squeaky wheel bias.
Tendency to use negative emotional style to achieve goals.
Sinister attribution bias.
Occurs when behavior is attributed to personality flaws.
Creating a positive rapport can help combat these biases.
14
© McGraw-Hill Education
Improve Negotiation Communication Ask Questions
Questions clarify communication, eliminating noise and
distortion good questions can secure information.
Questions can be sidestepped or answered untruthfully.
The other party may be unaware of their own bias and emotions.
Two categories of questions: manageable and unmanageable.
Manageable cause attention, get information, and generate
thoughts.
Unmanageable cause difficulty, give information, and bring
discussion to
a false conclusion.

23. Use questions to manage difficult or stalled negotiations.
15
© McGraw-Hill Education
Improve Negotiation Communication Listening
Passive listening.
You receive the message but provide no feedback.
Acknowledgement.
You acknowledge the message with a nod, eye contact, or
interjection.
Active listening.
Elements in reflective responding, a critical part of active
listening.
An emphasis on listening and responding to personal points.
Active listening is a skill.
16
© McGraw-Hill Education
Improve Negotiation Communication Role Reversal

24. Arguing consistently for one position can impede recognition
of possible compatibility between the positions.
Active listening is a passive process but role-reversal allows a
more
There are two implications for negotiators.
The party attempting the role reversal may be lead to converge
positions between the two parties.
This is more likely when positions are compatible, but may
sharpen
perception when positions are incompatible.
17
© McGraw-Hill Education
Communication Considerations at the Close of Negotiations
Avoid fatal mistakes.
Know when to shut up to avoid hurting an agreement.
Beware of nit-picking or second guessing by reviewers.
Reduce the agreement to written form.
Achieving closure.
A decision to close is divided into four key elements: framing,
gathering

25. intelligence, coming to conclusions, and learning from
feedback.
Keep track of what you expect to happen, guard against self-
serving
expectations, and review lessons your feedback provides.
18
Because learning changes everything.®
www.mheducation.com
End of Chapter 07.
© 2019 McGraw-Hill Education. All rights reserved. Authorized
only for instructor use in the classroom. No reproduction or
further distribution permitted without the prior written consent
of McGraw-Hill Education.
Unit V PowerPoint Presentation
Instructions
Negotiation Presentation Project
For the Unit V PowerPoint Presentation, you will design a
presentation for an organization that you work for, have worked
for, or would like to work for in the future. You may create
your presentation using PowerPoint or your presentation
software of choice. This presentation will be used to teach new
employees about the sources of power and communication
techniques for in-person and virtual negotiations.
Your presentation should be addressed to new employees and
should include the following:

26. · A profile of the clients your company serves
· The types of negotiations your company encounters
· Sources of power in negotiation
· Communication techniques for in-person and virtual
negotiations
· How the communication techniques can be used at this
organization
As you define each source or technique, please include
scenarios to help employees understand how to utilize each
source and technique for your company.
Your presentation must be at least seven PowerPoint slides in
length, not including the title slide and reference slide. Please
utilize the speaker notes to add additional details. You are
required to use at least your textbook as a reference. You may
use the CSU Online Library or the Internet for other resources.
Follow proper APA format, including citing and referencing all
outside sources used. Feel free to use creativity when selecting
graphics and fonts/backgrounds.
Matthew
Sticky Note
The poor copy job makes it looks like there may text missing
here but there isn't: "Thus Nur-Sin, your servant"