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30 Cards in this Set

  • Front
  • Back
Parties
• Sides involved in the negotiations
Issues
• Factors being resolved in the negotiations
Options
• Possibilities for each issue
• Options you have during the negotiations
Position
• States options desired by a negotiator
• “I want it” “I don’t want it” “why”
• Don’t negotiate on position
• Negotiate on interest
Interests
• Underlying objectives in the negotiations (why you want something)
Reservations value
-Buyer-what you are willing to pay

-Seller- Minimal amount that they are willing to see the car for
Aspiration value
-How much you would like to pay or sell something for
Anchoring Value
-Arbitrary number that is thrown out there
-A low # then you move on from there
Contract zone
-Room between the 2 reservation values
Linkage
-Connection between buying and seller
• Logrolling
Trade issues one for another
• Cost cutting
Figure costs to the other side and try to reduce them
• Bridging
Find a new option that satisfies both sides
o Give him another option-instead of fixing the whole septic system-give another option
• Present multiple, equal value alternatives
o Give the hot tube and we will give you a washer and dryer…
Strategies for Integrative Bargaining
• Negotiate over the package, not issue-by-issues
• Mediation
A trusted neutral third party
• Brainstorming
coming up with a plethora of options as a team
• Position
Stated options desired by a negotiator- point by point
• Interests
what are they really trying to get accomplished?Underlying objective in the negotiation
Obstacles to integrative bargaining-These are things that you need to avoid
-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
• Framing
-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
• Self Serving Bias-
-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
• Endowment Effect
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
• Escalation
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
• Reactive devaluation
When someone with a trusted reputation comes up with a planned outcome then both ides are more likely to ok it
Self-Awareness
• 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
Self-Management
-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
Social Awareness
• 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
Relationship Management
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
Women don't ask
-related goals and relationship goals
-It becomes easier for women when there are more women present-15% 35-40%
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