Negotiations Final Exam - Part 2

Front 1

What are four strategies for making concessions

Back 1

o Label your concessions
o Demand and Define reciprocity
o Make contingent concessions
o Make concessions in instalments

Front 2

Four major obstacles to finding mutual gain

Back 2

o Premature judgement
o Searching for the single answer
o The assumption of a fixed pie
o Believe that “solving their problem is their problem”

Front 3

Two kinds of interests

Back 3

Relational and Substantive

Front 4

Methods to separate the relationship from the substance

Back 4

o Deal directly with the people problem
o To deal with psychological problems, use psychological techniques
o Where perceptions are inaccurate, you can look for ways to educate
o If emotions run high, you can find ways for each person involved to let off steam
o Where misunderstanding exists you can work to improve communication

Front 5

Methods to increase perception of other side

Back 5

o Put yourself in their shoes
o Don’t deduce their intentions from your fears
o Don’t blame them for your problem
o Discuss each other’s perceptions
o Look for opportunities to act inconsistently with their perceptions
o Give them a stake in the outcome by making sure they participate in the process
o Face-saving
- Make your proposals consistent with their values

Front 6

Ways to understand emotion in negotiation

Back 6

o First recognize and understand emotions, theirs and yours
o Make emotions explicit and acknowledge them as legitimate
o Allow the other side to let off steam
o Don’t react to emotional outbursts

Front 7

Ways to improve communication in negotiation

Back 7

o Listen actively and acknowledge what is being said
o Speak to be understood
o Speak about yourself, not about them
o Speak for a purpose

Front 8

two methods of prevention

Back 8

o Build a working relationship
o Face the problem, not the people

Front 9

How to identify interests

Back 9

o Ask “why not” Think about their choice
o Realize that each side has multiple interests
o The most powerful interests are basic human needs
 Security
 Economic well-being
 A sense of belonging
 Recognition
 Control over one’s life

Front 10

How to talk about interests

Back 10

o Make your interests come alive
o Acknowledge their interests as part of the problem
o Put the problem before your answer
o Look forward, not back
o Be hard on the problem, soft on the people

Front 11

What to do if people are the problem

Back 11

o Build a working relationship independent of agreement or disagreement
o Negotiate the relationship
o Distinguish how you treat them from how they treat you
o Deal rationally with apparent irrationality

Front 12

Negotiate with terrorists?

Back 12

 Yes in the sense that you are trying to influence their decisions and they are trying to influence yours
 You are negotiating with them when if you are not talking to them

Front 13

Negotiate with someone like Hitler?

Back 13

 It depends on the alternative
 War is also often too romanticised

Front 14

Negotiate where people are acting out of religious conviction?

Back 14

 Yes convictions may not change but the actions they take maye be subject to influence

Front 15

When does it make sense not to negotiate

Back 15

Depends on how satisfied you are with your BANTA

Front 16

How do I move from inventing options to making commitments

Back 16

o Think about closure from the beginning
o Consider crafting a framework agreement
o Move toward commitment gradually
o Be persistent in pursuing your interests, but not rigid in pursuing any particular solution
o Make an offer
o Be generous at the end

Front 17

Can the way I negotiate really make a difference, if the other side is more powerful / How do I enhance my negotiating power

Back 17

o Some things you can’t get
o How you negotiate makes a big difference
o “resources” are not the same as “negotiation power”
o Don’t ask “who’s more powerful”
o There are many sources of negotiation power
o There is power in developing a good working relationship between the people negotiating
o There is power in understanding interests
o There is power in inventing an elegant option
o There is power in using external standards of legitimacy
o There is power in developing a good BATNA
o There is power in making a carefully crafted commitment
o Make the most of your potential power