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30 Cards in this Set
- Front
- Back
Parties
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• Sides involved in the negotiations
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Issues
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• Factors being resolved in the negotiations
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Options
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• Possibilities for each issue
• Options you have during the negotiations |
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Position
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• States options desired by a negotiator
• “I want it” “I don’t want it” “why” • Don’t negotiate on position • Negotiate on interest |
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Interests
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• Underlying objectives in the negotiations (why you want something)
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Reservations value
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-Buyer-what you are willing to pay
-Seller- Minimal amount that they are willing to see the car for |
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Aspiration value
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-How much you would like to pay or sell something for
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Anchoring Value
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-Arbitrary number that is thrown out there
-A low # then you move on from there |
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Contract zone
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-Room between the 2 reservation values
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Linkage
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-Connection between buying and seller
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• Logrolling
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Trade issues one for another
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• Cost cutting
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Figure costs to the other side and try to reduce them
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• Bridging
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Find a new option that satisfies both sides
o Give him another option-instead of fixing the whole septic system-give another option |
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• Present multiple, equal value alternatives
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o Give the hot tube and we will give you a washer and dryer…
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Strategies for Integrative Bargaining
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• Negotiate over the package, not issue-by-issues
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• Mediation
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A trusted neutral third party
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• Brainstorming
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coming up with a plethora of options as a team
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• Position
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Stated options desired by a negotiator- point by point
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• Interests
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what are they really trying to get accomplished?Underlying objective in the negotiation
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Obstacles to integrative bargaining-These are things that you need to avoid
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-Assumption of a fixed pie
-Pre-mature judgment -Search for the answer -There may be many answers -Thinking that solving their problem is THEIR problem -Cash problem-ill give u money up front -Ignoring the interests of the other side -Resolving each issue independently |
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• Framing
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-Frame things optimistically
-Try to be very happy about a deal -How avoid getting caught in a framing situation -Research and read all your options/choices beforehand -Don’t be afraid to ask for what you want -Shoot high |
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• Self Serving Bias-
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-Evaluating the outcome in a self-serving way
-Want something that helps you more than the other party -Shrinks the contract zone -Ways to avoid self-serving bias -Ask a third party what they think -Think about the other side -What is their point of view -Benchmark other cases -Review what other people have experienced -Go back to precedence |
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• Endowment Effect
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Make things seem like they mean a lot to you. "oh this has been in my family for hundreds of years.
-To avoid it don't get emotionally attached |
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• Escalation
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Both sides make initial extreme demands causing a deadlock. Individuals get trapped in a course of behavior and cant stop….such as recuperating sunk costs
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• Reactive devaluation
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When someone with a trusted reputation comes up with a planned outcome then both ides are more likely to ok it
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Self-Awareness
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• Having a deep understanding of ones motions, as well as ones strengths and limitations, ones values and motives and recognize their impacts and how they guide decisions.
o Self-aware people mesh with their values, they more often find their work energizing o Self-aware people typically find time to reflect quietly o Many outstanding leaders bring to their work- life the thoughtful mode of self-reflection that they cultivate in their spiritual lives |
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Self-Management
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-The ability to keep disruptive emotions and impulses under control
-You cannot effectively mange emotions in anyone else without first handling your own -Being aware of how you act in certain scenarios --If you know a certain situation may come up then you should try to avoid that situation --Harness the energy that you have when in a situation and put it to work for something good --Research --Practicing the material -Express how your feeling in words -“ I sense your frustration” -Talk to someone you trust |
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Social Awareness
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• Sensing others emotions, understanding their perspective, and taking and active interest in their concerns. Put simply your can empathize
o You must be able to look past your own situation, your fear and shortcomings and put yourself in your opponents shoes • More you can do of this by research the more you will understand and can anticipate what they are going to say |
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Relationship Management
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o The most important visible tools of relationship management are persuasion, conflict management ,and collaboration
o People that are good at relationship management have a resonance with a wide circle of people – and have a knack for finding common ground and building rapport |
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Women don't ask
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-related goals and relationship goals
-It becomes easier for women when there are more women present-15% 35-40% - |