Ch. 7

Front 1

anchoring bias

Back 1

psychological effect whereby an initial offer in negotiation tends to influence subsequent thinking

Front 2

BATNA

Back 2

Best alternative to a negotiated agreement and represents the best option left with if the current negotiations fail and agreement cannot be reached

Front 3

coalitions

Back 3

a limited term alliance among individuals or groups that is formed in order to increase power and further the respective interests

Front 4

coercion

Back 4

use of subtle influence dynamics to achieve desired goals

Front 5

cognitively active

Back 5

constantly and intentionally focusing on all parties instead of only focusing on onesself

Front 6

collaborating

Back 6

negotaion strategy where parties try to help each other get what hey want and in the process maximize the value created in the negotiation

Front 7

competing

Back 7

negotiation strategy where on party tries to get as much value for themselves as possible with little if any concern for other party

Front 8

compromising

Back 8

negotiation strategy where the parties in the negotitation divide value and find a solution that partially satisfies everyone

Front 9

confirming evidence bias

Back 9

tendency for people to seek out and pay attention only to info that confirms prior beliefs

Front 10

culturally derived power

Back 10

power that derives from the informal aspects of org. such as norms, values, beliefs, and assumptions

Front 11

emotional contagion

Back 11

when emotions are transmitted from one party to another

Front 12

fractioning

Back 12

negotiation tactit that involves serparating out the various components of a specific issue

Front 13

functional fixedness

Back 13

when a negotiator bases his or her strategy on familiar rather than effective methods

Front 14

inert knowledge problem

Back 14

inabliity for negotiators to draw on info. they have to solve novel situations

Front 15

knowledge based sources of power

Back 15

power that derives from a groups control over the expertise needed to make key decisions and organize production

Front 16

logrolling

Back 16

negotiation tactic that involves trading off on issues of different value to each party

Front 17

network centrality

Back 17

situation within an org where one work group lays at the intersection of other work groups as a result becoming repository of knowledge about how the entire org. works

Front 18

non specific compensation

Back 18

negotiation tactic that involves adding issues that are not tied to money or compensation

Front 19

org. politics

Back 19

ongoing interplay o interests and power among people and groups in an organization. Dierent coalitions o interest or inuence vie or the opportunity to achieve their desired goals.

Front 20

power

Back 20

ability to exert influence or control over others

Front 21

power abuse

Back 21

Situations where one or more organizational stake-holders use power in ways that are generally not acceptable, oten involve sel-interest, and can inict negative outcomes on the organization.

Front 22

power stratification

Back 22

differnt stakeholders have unique oppurtunities to access power based upon their particular characteristics or circumstances

Front 23

reciprocity

Back 23

tendency for other to exchange equal levels of goods and services

Front 24

relationship conflict

Back 24

conflict regarding some inherent characteristics of the other party

Front 25

self fullfilling prophecy

Back 25

process by which one parts beliefs cause another party to behave in such a way which supports thatbelief

Front 26

structurally derived power

Back 26

power derived from the formal or bureaurcratic aspects of an org.

Front 27

conflict management

Back 27

The study o how parties approach, deal with, and resolve conict and those personal, social, and environmental actors that aect that process.

Front 28

task conflict

Back 28

conflict regarding differences amongst the parties in understanding and carrying out tasks

Front 29

threat rigidity effect

Back 29

when individuals feel threatened, their thinking becomes more rigid

Front 30

winners curse

Back 30

feeling of unhappiness after a reached settlement where one side feels that they should have asked for more