MGMT 639

Trust and Openness

Interchangeable

Low

Shows a movement toward the other's position Indicates an acknoledgement of the other party Implies a recognition of the legitimacy of the other party's position Recognizes the other party's position

Anger Embarrassment Increased Costs Escalation of Conflict

Near

Economics Psychology Anthropology Law

Win-Win

An established set of rules

Include the price or terms of agreement

Final agreed upon price on a contract

Interlocking goals

Distributive

Best Alternative To a Negotiated Agreement

The dilemma of honesty and the dilemma of trust

Depends on the reputation of the other party Is affected by the circumstances of the negotiation Is related to how he or she treated you in the past Is the dilemma of trust

The process through which an agreement is reached and by the actual outcome obtained by the negotiation

Conflict can occur when two parties are working together toward the same goal and generally want the same outcome

Conflict affects the ability of the group to resolve differences and continue to achieve its goals effectively

Misperception and bias

Cooperativeness dimension and the assertiveness dimension

Contending

Show little interest or concern in whether they attain their own outcomes, but are quite interested in whether the other party attains his or her outcomes

can cause negotiators to ignore what the parties have in common.

point at which a negotiator would like to conclude negotiations.

are usually contained in the opening statements each negotiator makes.

bargaining range

value; worth; cost

low

modest

near

Embarrassment Increased Costs Anger Escalation of conflict

the attitude to adopt during the negotiation

the opening offer and the counteroffer.

Hold firm Insist on the original position Make some concessions Make no concession

ensure that there is enough room in the bargaining range to make some concessions.

Progression of concessions

reciprocating concessions is a haphazard process

the resistance point is being approached

Suggest different forms of a potential settlement that are worth about the same to them. Recognize that not all issues are worth the same amount to both parties. Frequently save a final small concession for near the end of the negotiation to sweeten the deal Make the last concession substantial to indicate that "this is the last offer"

pressure targeted parties to do things they would not otherwise do

The relentless push for further concessions Asking for the best offer early in negotiations Asking for the other party to explain and justify their proposals item by item Forcing the other side to make concessions to reach an agreement

reach the final settlement as close to the other's resistance points as possible

an abundance mentality

emphasizing the commonalties between the parties

A. identifying and defining the problem B. understanding the problem and bringing interests and needs to the surface C. generating alternative solutions to the problem D. evaluating and choosing a specific solution

state the problem with an eye toward practicality and comprehensiveness.

are the interests that relate to the focal issues under negotiation.

Interests are often based in more deeply rooted human needs or values.

that the parties establish more than one issue in conflict and then agree to trade off among these issues so one party achieves a highly preferred outcome on the first issue and the other person achieves a highly preferred outcome on the second issue.

one person is allowed to obtain his/her objectives and "pay off" the other person for accommodating his interests.

What are the other party's goals and values?

bridging and superordination

parties are urged to be spontaneous and even impractical.

A. hard work B. information exchange C. focusing on interests rather than positions D. firm flexibility

evaluate solutions on the basis of quality, standards, and acceptability

be alert to the influence of intangibles in selecting options

the parties work toward a common end but benefit differently.

individuals with different personal goals agree to combine them in a collective effort.

Each party should be as interested in the objectives and problems of the other as each is in his/her own—each must assume responsibility for the other's needs and outcomes as well as for his/her own.

A. The settlement results in a firm, legally binding written agreement between the parties. B. It occurs in advance of the parties undertaking a full-scale negotiation. C. The parties intend that the agreement will be replaced by a more clearly delineated long-term agreement which is to be negotiated. D. It resolves only a subset of the issues on which the parties disagree, and may simply establish a framework within which the more comprehensive agreement can be defined and delineated.

positional bargaining

effective strategizing and planning

Understanding the strengths and weaknesses of their and the other party's positions

the harder it is to communicate to the other party what we want

Goals

Competitive

accommodation

A. long-term focus B. trust and openness C. efforts to find mutually satisfying solutions D. pursuit of goals held jointly with others

may be either short term or long term

A. Preparation B. Relationship Building C. Information Gathering D. Bidding

the planning that takes place prior to the dialogue

A. Defining the issues B. Defining the bargaining limit C. Defining interests D. Defining limits and alternatives

A. substantive, directly related to the focal issues under negotiation B. process-based, related to the manner in which we settle this dispute C. relationship-based, tied to the current or desired future relationship between the parties D. based in the intangibles of the negotiation

set and push for high objectives

specific target point

can make negotiators feel threatened and defensive

A. What facts support my point of view? B. Whom may I consult or take with to help me elaborate or clarify the facts? C. What is the other party's point of view likely to be? D. How can I develop and present the facts so they are most convincing?

How will we keep track of what is agreed to?

the rightness of an action is determined by existing laws and contemporary social standards that define what is right and wrong and where the line is.

what is appropriate as determined by some standard of moral conduct.

End-result ethics.

Most games do not legitimize deception, and therefore business should not be analogous to a game that does legitimize deception.

We believe everything the other says and can be manipulated by their dishonesty.

A. Traditional Competitive Bargaining B. Emotional Manipulation C. Misrepresentation to Opponent's Networks D. Bluffing

A. misrepresentation B. bluffing C. misrepresentation to opponent's network D. inappropriate information collection

misrepresentation by omission and misrepresentation by commission

lying was seen as an unacceptable type of behavior for that relationship.

the negotiator was not in full control of his or her actions and hence should not be held responsible.

make a "no-nonsense" accusation of the other.

exaggerate what you believe is the deception and state it, hoping that the other will jump in to "correct" the statement.

responding in kind

A. the process by which individuals connect to their environment. B. strongly influenced by the receiver's current state of mind, role and understanding or comprehension of earlier communications. C. a factor that can affect how meanings are ascribed. D. a complex physical and psychological process.

stimulus, attention, recognition, translation, behavior

people generalize about a variety of attributes based on the knowledge of one attribute of an individual.

people ascribe to others the characteristics or feelings that they possess themselves.

disputes are often nebulous and open to different interpretations.

Outcome

Specific frames may be likely to be used with certain types of issues.

A. Social linkage B. Harmony C. Roles D. Reciprocal obligations

A. Negotiators tend to argue for stock issues, or concerns that are raised every time the parties negotiate. B. Each party attempts to make the best possible case for his or her preferred position or perspective. C. Frames may define major shifts and transitions in a complex overall negotiation. D. Multiple agenda items operate to shape issue development.

A. the way parties challenge each other, as they present their own case or refute the other's. B. a dynamic process that may occur many times in a conversation. C. when using metaphors, analogies, or specific cases to illustrate a point. D. and may be used intentionally by one side or the other.

a negotiator's commitment to a course of action, even when that commitment constitutes irrational behavior on his/her part.

A. the irrational escalation of commitment B. the belief that the issues under negotiation are all "fixed pie" C. the process of anchoring and adjustment in decision making D. the winner's curse

when information that is presented in vivid, colorful, or attention-getting ways becomes easy to recall, and thus also becomes central and critical in evaluating events and options.

Overconfidence

is the tendency to overvalue something you own or believe you possess.

A. leads negotiators to minimize the magnitude of a concession made by a disliked other. B. leads to reduced willingness to respond with a concession of equal size. C. may be minimized by maintaining a more objective view of the process. D. can lead to motivation to seek even more once a concession has been made.

A. to be aware that they exist. B. to participate in group discussions. C. to tell people about the bias. D. complete a questionnaire.

A. specificity B. intensity C. duration

escalate the conflict.

Negative feelings may create positive outcomes.