Chapters 7&8Negotiations

Front 1

There are two different types of influence strategies “the ___________” and “_____________” strategies. These are based on human needs and motivations

Back 1

mindful and emotion based

Front 2

Your _____________ is your most important source of power in negotiation

Back 2

BATNA

Front 3

Negotiations should

Back 3

2) Keep your options open
3) Let the other party know that you have other options:
4) We do not advocate misrepresentation regarding your BATNA in negotiations.
5) Assess the other party’s BATNA

Front 4

Information

Back 4

______________ is a distinct advantage in negotiations. The six different type of information present in any negotiation are

Front 5

Information

Back 5

Negotiators should assess the available _____________ for themselves and the other party.

Front 6

Negative Interpersonal Conflict

Back 6

First this focus helps you avoid ________________and keeps you focused on the issues.

Front 7

Legitimate Authority

Back 7

Primary status characteristics marks and indicators of_________________. (person’s rank within an organizational chart, various, and degrees) High status individuals talk more even when they do not necessarily know more.

Front 8

Secondary Characteristics

Back 8

When people of equal status negotiate they pay attention to ______________ which are cues and characteristics that have no bearing on allocation of resources or norms of interaction. The three most common secondary status characteristics are gender

Front 9

Pseudostatus Characteristics

Back 9

__________ include sex, age, ethnicity, status in other groups, and cultural background.

Front 10

Self fulfilling prophecy: Stereotype threat

Back 10

lack of intelligence, laziness and athleticism are connected to a person’s behavioral repertoire

Front 11

Stereotypes

Back 11

__________that lurk below the surface have a way of creeping into the subconscious recess of our minds and negatively interfering with our performance.

Front 12

Network Power; Social Capital

Back 12

____________refers to the power associated with who you know. ______________is the power that results from managers access to other people within and outside their organization.

Front 13

Boundary Spanners

Back 13

Negotiators with high network power are those who act as_____________ bridging functional gaps in organization and units. In other words, they are critical link between people and who otherwise would not be in contact.

Front 14

Effective

Back 14

Physically attractive people are more ___________ in getting what they want than are less physically attractive people, independent of their actual skills.

Front 15

Attractive

Back 15

Consistent with the idea of a “beauty premium” ______________ people are offered more money, but also more is demanded of them.

Front 16

Positively

Back 16

Attractive people are evaluated more _____________ and are treated better than unattractive people. Attractive communicators and salespeople are more effective in changing other people’s attitudes than unattractive ones.

Front 17

Central

Back 17

The first route is called __________ route – direct mindful and information based. It is ideal with dealing with analytical people who tend to focus on information, facts, and data.

Front 18

Peripheral

Back 18

The second route – ___________route. Little cognitive or mind work is performed when attempting to persuade someone via the peripheral route. The cues relate to a person’s prestige, credibility or likability are the ones that will be successful when navigating the peripheral route.

Front 19

Persuasion

Back 19

___________ is most likely to occur through the peripheral route when the negotiator is distracted or highly emotionally involved in the situation.

Front 20

Central

Back 20

The ___________ route is rational, direct, cognitive, and information based. The Peripheral route is emotional and motivational.

Front 21

The power of agenda

Back 21

In this negotiation tactic negotiation, players explicitly or implicitly follow an agenda. Negotiations often concern who controls the agenda.

Front 22

The power of alternatives

Back 22

In this negotiation tactic, Negotiators who are able to generate alternatives within each of the issues may have a bargaining advantage because they formulate alternatives that benefit themselves.

Front 23

The power of options

Back 23

In this negotiation tactic,The negotiator who takes control of generating options is at a power advantage in the negotiation.

Front 24

Attitudinal Structuring

Back 24

In this negotiation tactic, If a negotiator suspects that an opponent has an uncertain or unspecified BATNA, he or she can influence the opponent’s perception of his or her BATNA.

Front 25

The Power of Contrast

Back 25

In this negotiation tactic, Negotiators often invent and present irrelevant alternatives for their opponent to consider.

Front 26

Framing effects: Capitalizing on the half full or half empty glass

Back 26

Reference point defines what a person considers the status quo from which gains and losses are evaluated.

Front 27

Fairness Heuristics: Capitalizing on Egocentric Bias

Back 27

To the extent that negotiators can characterize their offer as fair they increase the likelihood that it will be accepted by the other party.

Front 28

Time Pressure

Back 28

The negotiator who is under the most ______________is at a disadvantage in a negotiation negotiation. Whereas it is true that the negotiator who needs to come to an agreement more quickly is at a disadvantage, time limits may be an advantage for the negotiator.

Front 29

Delayed Liking

Back 29

This persuasion tactic believes, In terms of gaining compliance from the other party, it is far more effective to grow to like the other party.

Front 30

The Err is Human

Back 30

This persuasion tactic believes, It is important to show your opponent that you are human and have your own foibles and faults. Show the other person that you ahe flaws and may endear you to them.

Front 31

Primping the Pump

Back 31

This Persuasion Tactic believes, People’s judgments and behaviors affected by unconscious priming which refers the impact and subtle cues and information in the environment have on our behavior.

Front 32

Reinforcement

Back 32

This persuasion tactic believes, when negotiators offer these reinforcements to their opponent when the opponent is saying things that the negotiator finds acceptable, but withholds reinforcement at other points during the negotiation, they may be successful in manipulating behavior of the opponent.

Front 33

Social Proof

Back 33

This persuasion tactic believes we look to the behavior of others to determine what is desirable, appropriate and correct

Front 34

Reactance Technique

Back 34

This persuasion tactic,________________ (also known as the psychology or boomerang effect) refers to people innate need to assert their individual freedom when others attempt to take it away. Negotiators can use an interesting form of reverse psychology to extract what they want and need from their opponent.

Front 35

Foot in the Door Technique

Back 35

The ____________________ technique a person is asked to agree to a small favor or statement. Probability that the person will agree to the larger request increases when the person previously agreed to the smaller request.

Front 36

Door in the face Technique

Back 36

This is when a negotiator starts off the negotiation by asking for a very large concession or favor from the other party-one that he opponent is almost certain to refuse. When refusal occurs, the negotiator makes a much smaller request which is the option they wanted all along.

Front 37

That’s Not all Technique

Back 37

This is a negotiation that offers to add more to a negotiated package or deal.

Front 38

Ethical Negotiation

Back 38

.

Front 39

Lying

Back 39

_________is regarded as unethical. A given statement may be defined as fraudulent when a speaker makes a knowing misrepresentation of a material fact on which the victim reasonably relies and which causes damage.

Front 40

Positions

Back 40

Positions are largely subjective demands made by one party to another and therefore negotiators are under no obligation to truthfully state their position.

Front 41

Interests

Back 41

people are self interested with no general duty of good faith.

Front 42

Priorities and Preferences

Back 42

A negotiator is entitled to his or her preferences however idiosyncratic they might be, a negotiator misrepresenting his or her interests is not a material fact.

Front 43

Passive

Back 43

____________ misrepresentation because a negotiator does not mention true preferences and allows the other party to arrive at an erroneous conclusion

Front 44

Active

Back 44

____________misrepresentation if she deliberately misleads her opponent.

Front 45

Offers

Back 45

Negotiators who make up _________ that don’t exist are bluffing

Front 46

Reservation Prices

Back 46

A negotiators _______________ is the quantification of negotiators BATNA, thus it is not material fact per se and may be reprehensible to lie about one’s reservation price, it is not unethical, legally speaking.

Front 47

Other Questionable Negotiation Strategies: these five other behaviors are deemed unethical

Back 47

1) Traditional competitive bargaining
2) Manipulation of an opponents network
3) Reneging on negotiated agreement
4) Retracting an offer
5) Nickel and Diming

Front 48

Sins of Omission ; Commission

Back 48

It is believed that _________________(active lying) is more unethical than____________ (failing to provide information) After all, a negotiator could claim that the opponent didn’t ask the right questions or she did not think the information was relevant.

Front 49

Costs; Lying

Back 49

Several_______ or disadvantages associated with ____________ are can be caught and faces with criminal charges, reputation and trustworthiness can be damaged, if done over an over it creates a poisonous culture.

Front 50

Ethics

Back 50

_________ are often a problem in negotiations, not so much because people are evil and make trade offs between profit and ethics or fail to consider other people’s interests and welfare, but rather because the tendencies that foster poor decision making

Front 51

Illusion of Superiority

Back 51

When people view themselves and their actions more favorably than others view them

Front 52

Illusion of Control

Back 52

When people think they have more control over events than they really do.

Front 53

Overconfidence

Back 53

When people are overconfident about their knowledge.

Front 54

CHAPTER 8

Back 54

Creativity

Front 55

Fixed pie

Back 55

_____________ perception, the belief that negotiation is a win or lose enterprise

Front 56

5 mental models of negotiation.

Back 56

1) Haggling
2)Cost Benefit Analysis
3) Game Playing
4) Partnership
5) Problem Solving

Front 57

Haggling

Back 57

most common mental model of negotiation

Front 58

Cost benefit analysis

Back 58

decision making mental model of negotiation model in which negotiators maximize return.

Front 59

Game Playing

Back 59

Mental model of negotiation game of wits and nerve. Each person has their own interest and there is a competitive motive.

Front 60

Partnership

Back 60

this model is embraced by salespeople and companies that believe treating their clients as partners/

Front 61

Problem Solving

Back 61

is a model in which people consider negotiation to be the task of defining a problem.

Front 62

Fractioning Problems into Solvable Parts

Back 62

a highly negotiated agreement is indicated when negotiators can use the integrative possibilities in a situation that appears to have only one single issue.

Front 63

Finding Differences: Alignment and Realignment

Back 63

This negotiation agreement is done before differences are traded off.

Front 64

Orthogonal

Back 64

Negotiators should create issues that are ___________ to one another, such that they can be traded off without having too many implications for other issues.

Front 65

Expanding the Pie

Back 65

In this negotiation agreement, when negotiators effectively ____________, they avoid suboptimal compromise.

Front 66

Bridging

Back 66

In this negotiation agreement _____________ solution create a new alternative that meets parties underlying interests. Bridging alerts us to yet another reason to understand the other parts interests and to avoid positional bargaining.

Front 67

Cost Cutting

Back 67

This negotiation agreement is a way of making the other party feel whole by reducing their costs.

Front 68

Nonspecific Compensation

Back 68

In this negotiation agreement one negotiator receives what he or she wants and the other one is compensated by some method that was initially outside the bounds of negotiation.

Front 69

Structuring Contingencies

Back 69

A major in reaching negotiated agreements concern negotiators belief about some future event or outcome. Contingency contract differences of opinion among negotiators concerning future events have to be bridged.

Front 70

Threats to effective problem solving and creativity

Back 70

.

Front 71

Inert Knowledge Problem

Back 71

People’s ability to solve problems in new context depends on their accessibility of their relevant knowledge. This knowledge problem is the inability to access relevant knowledge when we most need it.

Front 72

Transfer

Back 72

The ability of managers to __________ knowledge from one context to another is highly limited. Transfer

Front 73

Surface level transfer

Back 73

_____________ occurs when a person attempts to transfer a solution from one context to a superficially similar context.

Front 74

Deep transfer

Back 74

____________ is applying solutions that have deep meaningful similarities rather than superficial ones.

Front 75

Inert Knowledge Problem

Back 75

People’s ability to solve problems in new context depends on their accessibility of their relevant knowledge. This knowledge problem is the inability to access relevant knowledge when we most need it.

Front 76

Transfer

Back 76

The ability of managers to __________ knowledge from one context to another is highly limited. Transfer

Front 77

Surface level transfer

Back 77

_____________ occurs when a person attempts to transfer a solution from one context to a superficially similar context.

Front 78

Deep transfer

Back 78

____________ is applying solutions that have deep meaningful similarities rather than superficial ones.

Front 79

Availability Heuristic

Back 79

this threat means that the more prevalent a group or category is judged to be, the easier for people to bring instances of this group or category to mind.

Front 80

Representativeness

Back 80

This threat relates to the more a person looks like the stereotype of a group member, the more we are inclined to the stereotype them as belonging to that group.

Front 81

Base Rates

Back 81

The most important type of information is______________: Base rates

Front 82

Base rate fallacy

Back 82

_______________ is people who choose to rely upon a single vivid data-point

Front 83

Gamblers fallacy

Back 83

________________ is the tendency to treat change events as though they have a built in evening out mechanism

Front 84

Anchoring and Adjustment

Back 84

directly relates to how you assess or value something

Front 85

Unwarranted Causation

Back 85

Causal relationship between two events is unwarranted because we do not know the direction of causality.

Front 86

Belief Perseverance

Back 86

The________________effect is the tendency of people to continue to believe that something is true even when it is revealed to be false or has been disproved.

Front 87

Illusory Correlation

Back 87

______________is the tendency to see invalid correlations between events.

Front 88

Just World

Back 88

This_____________ mindset leads to positive evaluations of others who have good things happen to them.

Front 89

Hindsight Bias

Back 89

The ___________________ refers to a pervasive human tendency for people to be remarkably adept in inferring a process once the outcome is known but be able to predict outcomes only when the process and precipitating events are known.

Front 90

Creeping determinism

Back 90

_________________ accounts for once someone knows the outcome, the events leading up to it seem obvious.

Front 91

Function Fixedness

Back 91

__________occurs when a problem solver bases a strategy on familiar method. The person fixates on one strategy and cannot readily switch to another method of problem solving.

Front 92

Set Effect

Back 92

Closely related to the problem of functional fixedness is the __________ in which prior experience can also have negative effects in new problem solving situations.

Front 93

OVerconfidence Effect

Back 93

The _______________ is unwarranted levels of confidence in people’s judgment of their abilities and the occurrence of positive events and underestimates of the likelihood of negative events.

Front 94

The limits of short term memory

Back 94

__________________is the part of the mind that holds information currently in the focus of our attention and continuous processing. Short term memory has limited capacity and without rehearsal the information will disappear and be replaced with new information.

Front 95

Incubation Phase Steps

Back 95

Preparation, Incubation, Illumination, Verification

Front 96

Preparation

Back 96

In the ___________ step of incubation problem solvers gather information and make preliminary attempts to arrive at a solution.

Front 97

Incubation

Back 97

In the ___________ step of incubation problem solvers put the problem aside to work on other activities or even to sleep

Front 98

Illumination

Back 98

In the ___________ step of incubation key solution often appears

Front 99

Verification

Back 99

In the ___________ step of incubation problem solvers check solution to make sure it works

Front 100

Rational Problem Solving Model:Steps to solving a problem

Back 100

Understand the Problem
Devise a Plan
Carry Out the Plan
Look Back

Front 101

Understand the problem

Back 101

negotiator asks questions: What’s unknown? What data am I Using, What are my assumptions?

Front 102

Devise a Plan

Back 102

Negotiator asks if past experience is a way of finding a solution method.

Front 103

Carrying out the plan

Back 103

negotiator carries out plan

Front 104

Looking back

Back 104

the negotiator asks himself whether they can obtain the same result by using another method

Front 105

Original;Useful

Back 105

An idea must be highly __________and ____________to be considered creativ

Front 106

Brainstorming

Back 106

is a technique used by a large number of companies to unleash the creative group mind and avoid negative impact of group dynamics on creativity.

Front 107

Convergent thinking

Back 107

thinking that proceeds towards a single answer.

Front 108

Divergent thinking

Back 108

moves outward from the problem in many possible directions and involves thinking without boundaries.

Front 109

Deductive reasoning

Back 109

drawing logical conclusion

Front 110

Violations of the rules of logic

Back 110

.

Front 111

Agreement with conclusion

Back 111

the desirability of the conclusion often drives peoples appraisal of reality

Front 112

Cognitive Consistency

Back 112

people have the tendency to interpret information in a fashion that is consistent with information that they already know.

Front 113

Confirmation Bias

Back 113

people have a tendency to seek information that confirms what they already know.

Front 114

Inductive Reasoning

Back 114

A form of hypothesis testing or trial and error.

Front 115

Flow

Back 115

Autotelic experience or _________ is a particular kind of experience so enjoyable that it becomes worth doing, even though it may have no consequences beyond its own context.