Negotiations

Front 1

Parties

Back 1

• Sides involved in the negotiations

Front 2

Issues

Back 2

• Factors being resolved in the negotiations

Front 3

Options

Back 3

• Possibilities for each issue
• Options you have during the negotiations

Front 4

Position

Back 4

• States options desired by a negotiator
• “I want it” “I don’t want it” “why”
• Don’t negotiate on position
• Negotiate on interest

Front 5

Interests

Back 5

• Underlying objectives in the negotiations (why you want something)

Front 6

Reservations value

Back 6

-Buyer-what you are willing to pay

-Seller- Minimal amount that they are willing to see the car for

Front 7

Aspiration value

Back 7

-How much you would like to pay or sell something for

Front 8

Anchoring Value

Back 8

-Arbitrary number that is thrown out there
-A low # then you move on from there

Front 9

Contract zone

Back 9

-Room between the 2 reservation values

Front 10

Linkage

Back 10

-Connection between buying and seller

Front 11

• Logrolling

Back 11

Trade issues one for another

Front 12

• Cost cutting

Back 12

Figure costs to the other side and try to reduce them

Front 13

• Bridging

Back 13

Find a new option that satisfies both sides
o Give him another option-instead of fixing the whole septic system-give another option

Front 14

• Present multiple, equal value alternatives

Back 14

o Give the hot tube and we will give you a washer and dryer…

Front 15

Strategies for Integrative Bargaining

Back 15

• Negotiate over the package, not issue-by-issues

Front 16

• Mediation

Back 16

A trusted neutral third party

Front 17

• Brainstorming

Back 17

coming up with a plethora of options as a team

Front 18

• Position

Back 18

Stated options desired by a negotiator- point by point

Front 19

• Interests

Back 19

what are they really trying to get accomplished?Underlying objective in the negotiation

Front 20

Obstacles to integrative bargaining-These are things that you need to avoid

Back 20

-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

Front 21

• Framing

Back 21

-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

Front 22

• Self Serving Bias-

Back 22

-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

Front 23

• Endowment Effect

Back 23

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

Front 24

• Escalation

Back 24

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

Front 25

• Reactive devaluation

Back 25

When someone with a trusted reputation comes up with a planned outcome then both ides are more likely to ok it

Front 26

Self-Awareness

Back 26

• 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

Front 27

Self-Management

Back 27

-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

Front 28

Social Awareness

Back 28

• 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

Front 29

Relationship Management

Back 29

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

Front 30

Women don't ask

Back 30

-related goals and relationship goals
-It becomes easier for women when there are more women present-15% 35-40%
-