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

2024
Views:

90

Pages:

23
Author:

supergurl87675m9

Negotiation Part 2 Some Important Terms • Bargaining m ix : the set of issues – Having multiple items & being creative can be very helpful • BATNA (best alternative to a negotiated settlem ent) – Sometimes are only two choices – (Good) alternatives are important • Target point (aka aspiration): desired end point • Resistance point (aka bottom line): furthest from the target point a negotiator will go • Starting point : the first position a negotiator plans to take • Bargaining range (aka zone of potential agreement): – Positive bargaining range – Negative bargaining range, & likely stalemate • Settlem ent point : the final point(s) of agreement Engage with the readings • What do I like, agree with, find useful? Why? • How might I apply one or more concepts in my life – now and in the future? • What do I disagree with and/or would modify or expand on? Why? How? Basic Points from F,U,P Book • Dilemma: hard or soft? • Offers third way - both hard and soft – Hard on merits and interests – Soft on people • How to obtain what you are entitled to & still be decent • If the other side learns this strategy, it makes the negotiations easier, not harder (it is not an advantage to negotiate with an unskilled opponent, if you will interact later) Three Criteria for a Negotiation Method 1. Produce a “wise” agreement, if agreement is possible – An agreement that wisely reconciles the parties' interests 2. Efficient 3. Improve or at least not damage relationship  Bargaining over positions goes against all three  Being nice is no answer Principled Negotiation • Oriented to collaborative negotiations, but can • be used in competitive Centered around four considerations – People : Disentangle people from the problem – I nterests : Focus on interests, not positions (interests always underlie positions) – Options : Generate rich range before deciding what to do – Criteria : Insist that the result be based on objective standards • Uses "firm flexibility" Some Facets of Principled Negotiation • Assume there is a solution • Join “with” the other to develop creative options • Identify complementary interests • Be firm in your goals and flexible in your means • Control the process, not the person • Use principles of productive and effective communication Three (Iterative) Stages • Analysis • Planning • Discussion PIOC: People • Negotiators are people first • Failure to deal with others as human beings prone to human reactions can be disastrous • • • • • People problems: theirs and yours Perceptions (and inferences) Emotions Communications Prevention works better than repair PIOC: Interests • Usually are several possible positions that could satisfy any interest • Behind opposed positions lie shared and compatible interests, as well as conflicting ones • • • • • Usually are multiple interests Look forward, rather than back Commit to your interests, not your positions Stay open to take their interests into account Be hard on the problem, soft on the people Need Clarity About Your Interests • “If you don't know where you're going, you might wind up somewhere else.” (Yogi Berra) • Distinguish among interests, goals (aka objectives), positions, strategies, & actions • Define interests and goals in terms of results and outcomes, not actions • Frame goals as positive results to be achieved rather than problems to be avoided • An interest is a motivator, an underlying need, desire, or concern, e.g., I want to feel financially secure or I need more money with the arrival of a second child. • A goal is a desired outcome or result, e.g., I want to make $60,000 this year. • A position is a stated result or proposal, usually in a negotiation or conflict, e.g., I deserve a 10% salary increase. • A strategy is the method or path for achieving a goal, e.g., I will first try to negotiate an increase in my salary, then, if this does not achieve my goal, I will search for a second job on weekends. • Tactics and actions are specific steps to be taken, hopefully following a strategy, e.g., contact the placement office in my professional society to identify possible weekend positions Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Substance Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Substance Economic considerations Political considerations Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Substance Economic considerations Political considerations External considerations Internal considerations Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Economic considerations External considerations Immediate future Substance Political considerations Internal considerations More distant future Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Economic considerations External considerations Immediate future Tangible results Substance Political considerations Internal considerations More distant future The relationship Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Economic considerations External considerations Immediate future Tangible results Progress, change Substance Political considerations Internal considerations More distant future The relationship Respect for tradition Examples of Complementary Interests One party m ight care Other party m ight m ore about: care m ore about: Form, appearance Economic considerations External considerations Immediate future Tangible results Progress, change Precedent Substance Political considerations Internal considerations More distant future The relationship Respect for tradition This case PIOC: Creative Options • Library window, Sinai Peninsula & orange examples • Avoid: – Premature judgment – Searching for the single answer – Assuming fixed pie – Stance that solving their problem is their problem • Look for shared interests and mutual gain • Develop creative new options (brainstorm to expand the pie) • Make their decision easy PIOC: Use Objective Criteria • Commit to reaching a solution based on principle, • • • • • • not pressure Be open to reason, closed to threats Discuss objective standards for settling a problem instead of trying to force each other to back down Frame issue as joint search for objective criteria Reason & be open re which standards are appropriate & how to apply Yield only to principle & facts, not pressure Note that your position "is a matter of principle"

Negotiation, Part 2

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