Power and Negotiation - Global Negotiations

Team/Global Negotiations Power and Negotiation Agenda • Video Conclusion • Team Negotiations • Inter group Challenges • Break • Negotiate International Lodging Merger Take A ways 1. Power exists in recognizing implicit negotiations 2. Understand your sources of power • • Power analyze can give you confidence in dispute/distributive and integrative situations Recognizing your power is as important as having it 3. Think about how to persuade • • 6 principles (Sensing/Intuitive; Thinking/Feeling) 6 Principles of Persuasion -Cialdini • Liking • Reciprocity • Social Proof • Consistency • Authority • Scarcity Principles of Persuasion -Cialdini • Liking- people like those who like them. A weaker argument will convince people who like you. • Reciprocity- people repay in kind. In general, this goes for cooperation, trust, empathy, help. • Social Proof- people follow the lead of similar others. (Social comparison Theory) • Consistency- people fulfill written, public, and voluntary commitments Principles of Persuasion -Cialdini • Authority- people defer to experts. • Scarcity-people value what is scarce. Framing that highlights losses or lost opportunities can be very persuasive The Wisdom of Teams in Negotiation 1. Compared with solo negotiators, teams create more value •having a negotiating team as a counterpart produces more information sharing during the negotiation and more integrative solutions 2. Teams believe they are more effective at claiming value (Team efficacy effect) Team Challenges • Selecting team members • How many on a team • Communication within the team • Team cohesion • Information processing Team Process details ♦Team members can be selected for skills Negotiation Expertise Technical Expertise Interpersonal skills ♦Team members can play roles (e.g., good cop-bad cop) ‹ Team size: As teams grow in size, coordination problems increase. The benefits of increasing team size level off as teams grow over 5 members. Team Process details ♦ Common Information bias-in general, teams are more likely to retrieve and discuss information held by all members. As redundancy of information decreases, so are chances of retrieving it. ♦Information pooling effect- Friends are more likely to pool their diverse information than strangers ♦Cohesive group perform better than non-cohesive groups (common identity or common bond) Team Strategies • Prepare as a team not separately • Plan schedule breaks (to regroup) • Role-play with each other • Determine accountability Intergroup Negotiations Stereotypes • Stereotypes neither good nor bad •Swift trust •Swift distrust •Neutral or irrelevant information Intergroup Processes • Stereotypes • category-based processing • subcategories • individuating information Intergroup Processes : Group Conflict is Critical •Real •Symbolic •Enhance our own side and denigrate the opposition Intergroup Processes : Stereotypes, Prejudice, Discrimination Group Conflict is Critical •Real •Symbolic • stereotype activation-info processing • stereotyping-beliefs • prejudice-negative feelings • discrimination –negative actions In negotiation, Biased perceptions- devalue other party’s concessions Naive realism•we assume that we see the world objectively •we assume that others see the world as we do •when we disagree, we believe that others aree biased and irrational and • overestimate their extremism • overestimate the degree of conflict • underestimate the size of the bargaining zone International Lodging Merger • Break 15 minutes • Negotiation will begin promptly after break • You will have 60 minutes • Complete post-negotiation forms • Record thoughts for next week debrief •Turn in forms and Happy Thanksgiving!