University:
California State University, Northridge
Course:
MGT 456 | Negotiation and Conflict Management
Academic year:

2024
Views:

447

Pages:

19
Author:

Jasmine Esparza

Negotiation Part 1 Negotiation • Conferring with another so as to arrive at the settlement of some matter (dictionary) • Negotiation is a basic means of getting what you want from others. It is back-and-forth communication designed to reach an agreement when you and the other side have some interests that are ...opposed. (Fisher & Ury, xvii) Persuasion • Moving by argument, entreaty, or expostulation (reasoning earnestly) to a belief, position, or course of action (dictionary) • Persuasion is a negotiating and learning process through which a persuader leads colleagues to a problem’s shared solution. Persuasion does involve moving people to a position they don’t currently hold, but not by begging or cajoling. (Conger, p.86) • Negotiation & persuasion are some ways to manage conflicts • Persuasion is an important part of negotiation and an important part of leadership and life, including situations we might not identify as negotiations Negotiation Myths 1. Good negotiators are born 2. Experience is a great teacher 3. Good negotiators take risks 4. Good negotiators rely on intuition 5. Negotiations are always win-lose 6. The only negotiations are formal or explicit negotiations 7. Good negotiators are tough, intimidating, and try to get everything they can Crucial Elements in Every Negotiation • Information • Time • Power Information • Prepare • Inquire • Listen and observe – Direct – Indirect Time • Good to have flexibility • Helps to know more about the others’ deadlines than they do about yours • Patience pays Power • Many sources • Real and inferred • Can change during negotiations • Can be crafted and acquired • Sophistication & restraint in using power Negotiation Requires • Interdependence, recognized • Motivation to engage • Parties engage between avoidance and domination • Enough power balance • Reaching an active phase Two Main Approaches Competitive --- Collaborative • Desirable to consider (at least partly) collaborative negotiations • Not always possible, appropriate, or sufficient • Often combine competitive and collaborative approaches and tactics in versatile way, e.g., in “principled negotiations” Differences re CRIP Goals • Content: win-lose vs • Relational: unfriendly • Identity/face-saving: vs flexible/supportive • Process: win-win vs friendly rigid/confrontational positional bargaining vs interest-based bargaining Goal Examples • Content: get Adrian to work full-time on my project starting next week • Relational: maintain good relations with Adrian’s boss, Sam • Identity: not appear weak to Sam or others during this negotiation • Process: talk in person and privately CRIP Goals Interact • Not all types of goals may be present • Goals overlap and differ in importance • Identity and relational issues underlie content and process issues • Content-only solutions are rarely satisfying in serious situations • Goals change during interactions Competitive Communication Patterns • • • • High opening demands and concede slowly Try to maximize tangible resource gains Exaggerate value of concessions offered Use threats, confrontations, argumentation, forceful speaking • Conceal and distort information • Manipulate people & process - distort intentions, resources, and goals • Focus on content goals rather than relational goals Competitive Disadvantages • Can hurt relationships, with mistrust, anger, breakdowns, communication distortions... • Blocks creative exploration & potential joint gains • Payoffs of competitive actions are often overestimated • Encourages brinkmanship (impasses) • May undermine implementation – Commitment vs. compliance Collaborative Communication Patterns • Collaborative tactics: non-evaluative descriptive statements, disclosing statements, honest inquiry, requesting feedback, supportive remarks, concessions, accepting responsibility • Brainstorm creative new options to meet everyone’s interests, expand the pie • Logrolling (identify & try to deal with top-priority issues for each) • Bridging (invent new options to meet the other side’s needs) • Minimize costs to the other for going along with you Collaborative Disadvantages • May pressure an individual to compromise and accommodate in ways not in his/her best interests • Avoids confrontational strategies (which can be helpful at times) • Increases vulnerability to deception & manipulation by a competitive opponent • Makes it hard to establish definite aspiration levels & bottom lines • Requires substantial skill and knowledge of the process • Requires strong confidence in one's perceptions regarding the interests and needs of the other side The Ultimatum Game • First person proposes a division of $100 in whatever fashion s/he chooses. • If second person agrees, they distribute the $100 between themselves, as specified • If the second person disagrees, they both get nothing

Negotiation, Part 1

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