In an era where it takes longer than in past years to replace employees, the cost of unresolved conflict....
The cost of unresolved conflict and the turnover that results can be high.
A single all-purpose success formula about how to negotiate is an illusion....
To become effective, we must develop depth of knowledge about contextual factors and the ability to adapt.
Communication's role in negotiation is captured in various definitions....
a. A form of interaction through which parties try to arrange a new combination of some of their common and conflicting interests.
b. A process in which at least two partners with different needs and viewpoints try to reach agreement on matters of mutual
This set of definitions emphasizes....
a. The intentionality of the negotiation process, the management of conflicting interests, the importance of communication for resolving differences, and to a small degree, the importance of creativity in problem-solving for overcoming conflicting interes
Negotiation
a. A transactional form of communication in which parties send and receive messages that trigger mutual cycles of influences that affect future interaction.
Some of the sources of resistance that may block the more usual sources of influence ....
a. Loss of comfortable status quo.
b. Challenge to one's sense of competence.
c. Threats to self-defining values.
d. Potential loss of security due to uncertainty about the future.
e. Negative consequences to allies.
Every negotiation possesses outcomes that may be measured along
a. Two dimensions: economic and social-psychological.
The social-psychological dimension involves relational factors such as
a. Quality of relationship, satisfaction with communication, perceptions about fairness of procedures, impressions of other party, or judgments about personal performance.
Context
a. Dictates whether the substantive interest or the social-psychological needs are more important to parties involved in negotiation.
The actual content of negotiation may involve
a. Perceptions, information, issues, interests, relationships, processes, and outcomes.
An effective negotiator needs to probe for underlying issues....
a. The real subject of negotiations and not get caught up in superficial issues where agreements often prove elusive.
interests may be clustered into positions, represented by statements such as....
a. Here is where I stand on the problem.
b. I am totally against that proposal
When negotiators hear positions, they.... Stalemates occur more often in .....interests are frequently negotiable.
Stalemates occur more often in .....
i. Situations where both parties hold rigidly to inflexible positions.
b. Positions are rarely negotiable...
i. Interests are frequently negotiable.
Distributive negotiation approach
i. Strategic influence and guarding information have priority over dialogue and relationships.
American culture supports this perspective.
a. Win - lose
Behaviors commonly associated with this orientation include....
a. Argument and debate. Extreme demands and grudging concessions, unwillingness to listen, positional statements, and contentious tactics.
Historically, parties have approached international....
a. Negotiations, labor bargaining, divorce settlements, and sports negotiations as distributive negotiations
distributive negotiation approach
a. When parties are clearly advisories, victory is the goal, the parties demand concessions of each other as a condition of the relationship, they are hard on the people, distrust others, dig in their position, make threats, and hide or mislead about the
Integrative approach
a. Based on co-creation of understandings and is an integration of the party's needs.
b. Parties wish for a win-win.
Deutsch points out....This explains...become so contentious....
a. The level of gain for disputing parties greatly influences the party's willingness to cooperate.
b. This explains...
i. Why, despite best intentions to cooperate, car or house buying, labor relations or contracts and divorces become so contentious, the
Successful negotiators possess awareness about.....
a. The contextual factors that influence the progress of a negotiation.
How we approach a dispute is closely related to....
a. The context on which the dispute is grounded.
Every workplace and organization... and relationship.... Which exerts enormous pressure on us....
a. To respond to conflict in expected ways.
Every relationship generates spoken and unspoken rules about what we should say or not say or do when...
a. We are in conflict.
A communication-contextual approach to negotiation focuses on
a. Micro processes and patterns of negotiation interactions and the situational factors that shape it.
International negotiators have long understood....Japanese vs. Americans vs. European....
a. Context
i. Japanese
1. Relationship is as important as terms, process is as important as product, and avoids early commitment.
ii. Americans
1. Place high priority on clear statements on position and objectives. We get right down to business.
iii. Euro
Venting emotions may be appropriate ... but most professionals ....
a. Would regard the tactic as unprofessional in a work setting.
Structural components of a negotiation
a. Set the parameters within which communication can take place.
i. Days vs. months
ii. Voting vs. over conscious
iii. The number of parties negotiating, location, topics on agenda.
Research shows that people took a larger percentage of a valued resource for their group when....
a. Negotiating against competing groups than they did when negotiating one on one.
When time is perceived as short, negotiators frequently...expectations and make.....
a. Moderate their expectations and make more reasonable offers.
Norms involve
a. Beliefs about fairness, power, goals, and status.
Maxims
a. Embody principles that regulate the way parties engage in problem solving or negotiation.
The stronger the solidarity or cohesiveness of a group, the more....
a. Influential the group norms will be on the group members.
Tacit rules function....
a. As norms in negotiation
Tacit rules involve ....
a. Protocol, setting agendas, selecting of participants, decision making processes, ways options are generated, and how tradeoffs will occur.
values....culture based on....changing values....to choose negotiation tactics, effective negotiators....
a. Guide the actions and thinking, serve as foundation for normative behavior and ethical choices.
b. Southwest Airlines built a culture based on
i. Humor and hospitality which the company celebrated in impromptu events.
c. changing values
i. Can serve as
Relationship, another contextual variable, involves factors....
a. For parties to dispute
b. Relationship
i. The meaning assigned by two or more individuals to their connectedness or coexistence.
c. involves factors
i. Trust, approachability, respect, commitment to outcomes, willingness to disclose information, listen
A great number of studies have provided insight ....
a. About the impacts of relationships during problem solving and negotiations.
i. People will reinforce prior expectations. Good gets good, bad gets bad.
ii. Believe to share common interests, attitudes, or values; fewer divisive tactics and fewer differe
Importance of history ....
a. Without it, no conflict can be understood in a meaningful way for resolution.
b. Importance of history cannot be overstated.
Context-defining factors....
a. The degree to which parties listen to each other.
i. Poor listeners often become adversarial when assumptions are bad and fail to understand the party.
Effective listening behaviors or actions that characterize communication....
a. Probing to uncover underlying issues, paraphrasing for understanding, clarifying to show others are heard, exploring to find agreement or common ground.
Perspective taking
a. Involves seeing from other person's point of view.
b. Encourages: openness, sharing of information, and trust.
Framing/reframing
a. Framing - Making sense of the issue. Words are used to frame understanding and influence the dynamics that follow.
b. Reframing - new metaphors or analogies to transform the way the other party views an issue.
The source of messages often influences interpretation....
Of messages: source of credibility, believability, trustworthiness, status, and how much of what kind of information is valued.
When parties begin personalizing the problem....reframe....
a. The dispute to focus on interests or take a time out to cool down
When issues become personalized, parties frequently resort to ....
a. Face saving to defend reputation, self-esteem, or identity.
Danger of face-saving
a. Undermines trust and cooperation while the other party is investing energy in defensive moves.
To minimize the need for face saving. negotiators ...
a. Provide protective face work.
i. Helping the other party make concessions without loss of reputation, attributing problems to other causes, allowing other party to moderate demands, or framing the words of others in a positive manner.
Triggers for fear
a. Belief goals may not be met; one party is taking advantage of the other.
b. Fear causes mistrust, doubts, and defensiveness - which derail productive discussions
Anger occurs... Some of the behaviors that trigger anger
a. When someone violates norms for expected behavior: rudeness, coercion, or devaluing, communications.
b. Some of the behaviors that trigger anger: misinterpreting, excessive high demands, overstepping authority, insulting other party, failing to honor a
factors that affects the level of interdependence in negotiation
a. Individualistic vs. cooperative orientation - the degree to which each party cares about the outcome of each other.
b. Distribution of power - how it is balanced between parties.
c. Sensitivity to the interpersonal aspects of the relationship - how muc
sources of power
a. Real or perceived: political, structural, resource, procedural, informational, legal, ethical, and personal.
Studies suggest that people with the most power in a situation will use that ....
a. Power to gain advantage or behave exploitatively; those with low power compromise more and behave submissively.
Rubin and Zartman's findings
a. Looking at the asymmetry of power during negotiations; contrary to expectations, they found the following
i. Stronger parties typically attempted to dominate the communication exchanges with less powerful counterparts,
ii. Weaker parties responded by a
Negotiators who posses less power can increase perceptions about their strength ....many ways....
a. Having alliances with others who hold power or expertise, building relationships, demonstrating understanding, and working together.
Entering a negotiation with a great deal of information can create....
a. A greater perception of strength.
BATNA
Best Alternative To a Negotiated Agreement
Many sources of apparent leverage can be created by negotiators to have much of the power of real leverage...
a. Relationship, added value, integrity or reputation, desire, reasonableness, and timing.
Taking action as opposed to exploring underlying assumptions....
a. Business, conflict management, and negotiation find theory not interesting, they are of the "Just do it." mentality. Trial and error not exploring underlying assumptions. It is the underlying assumptions that explain why we chose to say some things and
Tidwell explains that a theory serves as....
a. A road map. A tenitave explanation which serves as a guide to action; it steers the actor to some objective... toward some behaviors and away from others.
Our choice of words and tactics during negotiation reflects our understlying theories about
a. What we expect out of others.
Match the theoretical perspectives discussed in chapter three to the descriptions or assumptions listed.
...