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35 Cards in this Set
- Front
- Back
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Anchoring |
an offer that is at (or slightly more aggressive) than the aspiration point The expectation is that the anchor pulls or secures an agreement close to one’s aspiration point |
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Aspiration Point |
the best outcome each party hopes to achieve from a negotiated agreement |
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(BATNA) Best Alternative To a Negotiated Agreement |
an alternative that, should negotiations fail, you are willing and able to execute without the other party’s participation or permission |
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Convergent Thinkers |
tend to be reliable, rational, and principle-based. They constantly work to reduce uncertainty and ambiguity. They prefer thorough plans that fully address all contingencies |
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Divergent Thinkers |
mental processes tend to be creative and spontaneous. They are comfortable with uncertainty and ambiguity. They prefer flexible plans with as many options as possible |
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Demand |
A demand is a statement of terms with no room for adjustment "TAKE IT OR LEAVE IT" |
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Interests |
the reason behind your position "WHY" behind what you want |
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three basic types of interests PRCEDURAL |
Procedural interests are those concerning how a process is conducted |
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three basic types of interests PSYCHOLOGICAL |
Psychological interests (sometimes called relationship interests) are concerned with how people feel, how they are perceived, and how they relate with others |
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three basic types of interests SUBSTANSIVE |
Substantive interests, which are perhaps the most important, have to do with things such as schedules, prices, salaries, etc |
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Interest-Based Negotiations (IBN) |
practice of focusing on the interests, and not the positions of the two negotiating parties |
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Negotiation |
is a process involving two or more people or groups who have a degree of difference in positions, interests, goals, values, or beliefs and who are striving to reach agreement on issues or courses of action |
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Position |
In negotiating, a position is "what you want |
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Reservation point |
is the "bottom line" or least favorable option or offer you will accept |
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Zone of Possible Agreement (ZOPA) |
The "bargaining range" defined as the overlapping (common) area of each party’s aspiration point and reservation point No overlap, no ZOPA |
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NEGOTIATION BREAKDOWN
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POSITION-what you want INTEREST-why you want it ANCHOR-better outcome than what you want ASPIRATION PT-best outcome RESERVATION PT-bottom line "SETTLE" BATNA-worst case scenario |
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Trust |
Trust in Person- Stands alone, not reliant on third party or institutions Trust in Process- exists when both parties have faith in a governing institution and believe it supports their negotiations |
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Information |
The level of trust directly influences the amount of information shared between/among negotiating parties |
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Options |
simply the different ways of coming to a mutually-agreed upon and satisfying outcome |
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Trust, Information, Power, and Options (TIPO) Model |
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Trust, Information, Power, and Options (TIPO) Model |
-Trust impacts the amount and reliability of the information you acquire and the power you should need to execute during negotiations -With high levels of trust, information, and power may be actively shared between you and the opposite |
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The Who, Stakes, and Situation |
Who are you dealing with? What are the Stakes (what do you stand to gain or lose)? What is the Situation (current and future consequences)? |
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Task and People Orientation |
People Orientation-centers on the relationship that exists between the individuals or groups involved Task Orientation-places more importance on reaching an outcome, solution, or resolution |
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Negotiation Styles |
EVADE-not now, maybe later COMPLY-sure lets do it your way INSIST-take it or leave it SETTLE-lets just split the difference COOPERATE-work together to come up and even better idea |
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The Cooperative Negotiation Strategy (CNS) |
When applying the CNS, you trade positions for interests and find complementary differences and similarities that can help all to move toward a mutually satisfying agreement |
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Cooperative Negotiation Strategy (CNS) 5-Step CNS Process |
Positions-Think about what each of you want Interests-Why is step 1 the one you need? BATNA-think about yours and your counterpart Brainstorming-develop ideas to satisfy interests Solution-best idea selected by both parties |
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GEE WHIZ INFO: CNS changes negotiation from a contest of wills to a search for solutions CNS not only focuses on the problem but also actively manages the relationship |
GEE WHIZ INFO: CNS focuses on understanding the underlying interests CNS recognizes that information sharing and critical thinking are at the heart of problem solving |
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Negotiating Categories Distributive |
The task of any distributive negotiating process is to divide up a fixed set of resources Goal is victory/Mislead use tricks/Apply Pressure insist on your position/disputants are adversaries |
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Negotiating Categories Integrative |
Negotiators see the other party as partners in the process, conflict is not see as inevitable; there is the possibility for mutually beneficial, "value creating" cooperating between parties involved goal is wise decision/look for win-win/focus on interests no positions/work together to determine who gets what |
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Negotiating Across Cultures High-context |
cultures are more people-oriented and prefer to establish trusting relationships with others prior to engaging in negotiations RUSSIA/SPANISH/GREEK/ARAB/JAPANESE |
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Negotiating Across Cultures Low-context |
cultures are primarily task-oriented and work toward negotiating a resolution as quickly as possible UNITED STATES/CANADA/SCANDANAVIA |
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CNS in Cross-Cultural Negotiations Readiness |
defined as the capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a dispute |
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CNS in Cross-Cultural Negotiations Ripeness |
Timing is critical to successful negotiations. Conflict scholars and negotiators often use the concept of ripeness, comparing negotiation to fruit. If fruit is picked too early, it is not ready to eat; however, pick it too late and it’s inedible as well. |
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Mediation |
an alternative form of dispute resolution that supports negotiations between two disputing parties With mediation, parties turn to a neutral third party who uses interest-based problem solving techniques to assist in resolving a dispute |
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Active Listening |
The skillful listener remains constantly aware of the verbal (e.g. vocal pauses, interjections like "uh-huh", "oh", "wow", and "Really?") and nonverbal cues the other party transmits. Eye contact is one such cue that is extremely important to communication |
