Intro To Conflict Management Exam 2

Front 1

Types of Negotiation

Back 1

Power-based
Rights-based
Principled
Distributive
Positional

Front 2

Principled Negotiation

Back 2

Look for mutual gain
Integrative solution vs. Zero sum gains
Results based on fair standards
Hard on problems, soft on people

Front 3

Language of Principled Negotiation

Back 3

"I know this can be difficult, but we can work it out."
"I can see why you want to split the difference, but let's try for some creative alternatives."
"I certainly appreciate your stance. Let's also talk about what my needs are."

Front 4

4 Points of Principle Negotiation

Back 4

1. Focus on interests vs. positions
2. Separate the people from the problem.
3. Invent options for mutual gain.
4. Insist on using objective criteria.

Front 5

Positions

Back 5

The stance or the solution people take in conflict.
Can have negative effects on relationships.
Focusing entirely on position is bad.

Front 6

Interests

Back 6

The 'why' question identifies interests
Interests get at underlying reasons for positions

Front 7

Global Needs

Back 7

Respect
Trust
Power
Acknowledgement
Belonging
Freedom
Safety
Control

Front 8

Separate people from Problem:
Emotions

Back 8

Don't react to emotional outbursts.
Allow other side to let off steam.
Make emotions explicit.

Front 9

Separate people from Problem:
Perceptions

Back 9

Put yourself in their shoes.
Don't place blame.
Discuss each others perception.

Front 10

Human Aspect

Back 10

Work side by side vs. in competition

Front 11

What is the Goal in Negotiation?

Back 11

Work together, we can solve this problem.

Front 12

Separate people from Problem:
Communication

Back 12

Listen reflectively.
Speak to the other side.
Speak about yourself, not them.

Front 13

What standards should be used?

Back 13

Fairness
Efficiency
Scientific Merits
Market Value
Costs
Equal Treatment
Tradition
Professional Standards
*court-like*

Front 14

Negotiating with Objective Criteria Includes:

Back 14

Frame each issue as a joint search for objective criteria.
Reason and be open to reason about which standards to use.
Never yield to pressure-only principle.

Front 15

4 Obstacles that inhibit option generation

Back 15

Premature ______
Search for a single answer.
Fixed pie assumption.
Solving their problem is their problem.

Front 16

Invent Options for Mutual Gain Requires:

Back 16

Separating inventing from judging.
Broaden Options.
Look for mutual gains.
Make their decision easy.

Front 17

BATNA

Back 17

Standard against what a proposal should be measured.
Best alternative to a solution.

Front 18

What does a BATNA protect you from?

Back 18

Accepting unacceptable agreements and rejecting agreements that are in your best interests.

Front 19

Develop a BATNA

Back 19

1. Invent a list of actions if no agreement is made.
2. Improve on them-turn into practical alternatives.
3. Selecting the one that seems the most promising.

Front 20

WATNA

Back 20

Worst alternative to a negotiated agreement.
Counterpart of the BATNA.

Front 21

Negotiation Jujitsu

Back 21

Sidestep by recasting attach on you as an attack on the problem.
Don't defend you ideas - invite input and advice.
Ask questions vs. Make statements.

Front 22

Deliberate Deception

Back 22

Seperate people from the problem.
Don't call them a liar.
Verify the facts.

Front 23

Ambiguous Authority

Back 23

Don't assume the other side has complete authority.
Find out about the authority of the party.
Insist on reciprocity.

Front 24

Dubious Intentions

Back 24

Contingency Agreement

Front 25

Psychological Pressure

Back 25

Refuse to negotiate.
Extreme demands
Escalating demands.
Take it or leave it.
A calculated delay.