University:
Massachusetts Institute of Technology
Course:
15.992 | S-Lab: Laboratory for Sustainable Business
Academic year:

2023
Views:

140

Pages:

21
Author:

Adan West

Power and Negotiation Agenda • Negotiation Style • Interpersonal Style • Psychological Biases • Sharc • Next Week (Chem-E and Video Case) Traps to Avoid • Anchoring • Framing • Illusion of Transparency Psychological Traps to Avoid • Anchoring•Works because people make insufficient adjustments •a good first offer can serve as an anchor Psychological Traps to Avoid • Framing – • time horizons • aggregation is less painful • fairness •losses vs. gains •understand loss aversion •inflation vs. a salary cut Psychological Traps to Avoid • Framing – • time horizons • aggregation is less painful • fairness • losses vs. gains •understand loss aversion •inflation vs. a salary cut In Most Situations: Intangibles Matters •Communication •Trust/Distrust •Emotion •Perceptions of fairness •Outcome •Process •Interaction quality MBTI Myers Briggs Type Indicator: Helps executives see how they may come across to others who may see things differently. Provides team members with language to talk about Differences in an unthreatening way “The Theory may be less significant than the communication it fosters.” MBTI Introverted vs. Extroverted Intuiting vs. Sensing Thinking vs. Feeling Judging vs. Perceiving “The Theory may be less significant than the communication it fosters.” Communication Two dimension of MBTI: Big Picture Details/Data (Intuiting)--------------------------------------------(Sensing) Objective Logic Relationships/Norms (Thinking)---------------------------------------------(Feeling) Communication Preferences Two dimension of MBTI: Big Picture (I) Objective (T) Relationships (F) Details /Data (S) FIRO Element B How much is enough? •Need for Control (0-9) •Need for Inclusion (0-9) •Need for Openness (0-9) FIRO Element B Dissatisfaction • I do more than I want (positive difference) • I do less than I want (negative difference) • People do more than I want (positive difference) • People do less than I want (negative difference) FIRO Element B Control Dissatisfaction • I do more than I want (positive difference) •Drained •Pressured • I do less than I want (negative difference) •Desire to be more in control FIRO Element B Control Dissatisfaction • People do more than I want (positive difference) • Pressured •Too controlled • People do less than I want (negative difference) •Need for more organization •Frustrated FIRO Element B Inclusion Dissatisfaction • I do more than I want (positive difference) •Drained •Want more time alone • I do less than I want (negative difference) •Disappointed • worthless •Desire for recognition FIRO Element B Inclusion Dissatisfaction • People do more than I want (positive difference) •drained •overwhelmed •obligated • People do less than I want (negative difference) •ignored •unappreciated •left out FIRO Element B Openness Dissatisfaction • I do more than I want (positive difference) •need more privacy •uncomfortable, drained • I do less than I want (negative difference) •too businesslike •too impersonal •frustrated FIRO Element B Openness Dissatisfaction • People do more than I want (positive difference) • want to focus more on work • frustrated, burdened, uncomfortable • People do less than I want (negative difference) •I am not liked as much as I want •I am not trusted •Frustrated Take Aways To create an interpersonal atmosphere for negotiating: Understand… •your personal style •how your style interacts with others •psychological biases and traps Take Aways •Communicate •Signal Intentions through strategy keep it simple “tit” for “tat” don’t be the first to defect •Don’t be envious •Notice different interpretations of Fairness Be aware of potential for bias