Chapter 4 Negotiations

1. negotiators failed to set clear goals 2. negotiators failed to clear objectives or targets that serve as benchmarks for evaluating offers and packages in progressing toward their goal 3. if negotiators have not done their homework, they may not understand the strengths and weaknesses of their own position or recognize comparable strengths and weaknesses in the other parties arguments 4. negotiators need to consider their alternatives to doing the deal in front of them 5. negotiators cannot simply depend on being quick and clever during the give-and-take of negotiation

1. explored a wider range of options for action 2. worked harder to find common ground with the other party 3. spent more time considering the long-term implications of the issue 4. were significantly more likely to set up her lower limits, or the boundaries of a range of acceptable settlements

1. wishes are not goals, especially in the go she Asian. I wish is a fantasy, I hope that something might happen; ago was a specific focus target that one can realistically develop a plan to achieve 2. one's goals may be, but not necessarily, links to the other parties goals. Linkage between the two parties goals to find an issue to be settled and is often the source of conflict 3. there are boundaries or limits to what realistic goals can be. Goals must be attainable 4. affective goals must be concrete, specific, measurable.

communicate to the other party what we want, understand what the other party wants, and determine whether any given offer satisfies our goals

intangible: image reputation procedural: seriously truthful

negotiating strategy. As a result we often limit our view on the impact of pursuing short term goals, particularly when the impact is long term

The present or future relationship with the other party in favor of a simplistic concern for achieving only the substantive outcome

1. unilateral versus bilateral approaches to strategy 2. The duel concerns model as a vehicle for describing negotiation strategies 3. alternative stimulation strategies 4. The non-engagement strategies; avoidance 5. Active engagement strategies: accommodation, competition, and collaboration

made without the active involvement of the other party it is completely one sided and intentionally ignorant of any information about the others negotiators goals or strategies

short term adaptive moves design to enact or pursue board strategies, which in turn provide stability continuity and direction for tactical behaviors

1. how much concerned is the actor have for achieving the substantive outcome at stake in this negotiation 2. how much concerned does the negotiator have for the current and future quality of the relationship with the other party

as much a win lose strategy as competition, although it has a decidedly different image - it involves an in balance of outcomes, but in the opposite direction

1. preparation 2. relationship building 3. information gathering 4. information using 5. bidding 6. closing the deal 7. implementing the agreement

1. defined the negotiating goal 2. defining the major issues related to achieving the goal 3. Assembling the issues, ranking their importance, and defining the bargaining mix 4. defining the interests 5. knowing your alternatives (BANTA) 6. knowing your limits, including a resistance. 7. analyzing an understanding the other parties goals issues and resistant points 8. Setting one's own target and opening bids 9. assessing the social context of negotiation 10. presenting the issues to the other party: substance and process