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25 Cards in this Set
- Front
- Back
Types of Negotiation
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Power-based
Rights-based Principled Distributive Positional |
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Principled Negotiation
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Look for mutual gain
Integrative solution vs. Zero sum gains Results based on fair standards Hard on problems, soft on people |
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Language of Principled Negotiation
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"I know this can be difficult, but we can work it out."
"I can see why you want to split the difference, but let's try for some creative alternatives." "I certainly appreciate your stance. Let's also talk about what my needs are." |
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4 Points of Principle Negotiation
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1. Focus on interests vs. positions
2. Separate the people from the problem. 3. Invent options for mutual gain. 4. Insist on using objective criteria. |
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Positions
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The stance or the solution people take in conflict.
Can have negative effects on relationships. Focusing entirely on position is bad. |
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Interests
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The 'why' question identifies interests
Interests get at underlying reasons for positions |
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Global Needs
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Respect
Trust Power Acknowledgement Belonging Freedom Safety Control |
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Separate people from Problem:
Emotions |
Don't react to emotional outbursts.
Allow other side to let off steam. Make emotions explicit. |
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Separate people from Problem:
Perceptions |
Put yourself in their shoes.
Don't place blame. Discuss each others perception. |
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Human Aspect
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Work side by side vs. in competition
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What is the Goal in Negotiation?
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Work together, we can solve this problem.
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Separate people from Problem:
Communication |
Listen reflectively.
Speak to the other side. Speak about yourself, not them. |
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What standards should be used?
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Fairness
Efficiency Scientific Merits Market Value Costs Equal Treatment Tradition Professional Standards *court-like* |
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Negotiating with Objective Criteria Includes:
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Frame each issue as a joint search for objective criteria.
Reason and be open to reason about which standards to use. Never yield to pressure-only principle. |
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4 Obstacles that inhibit option generation
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Premature ______
Search for a single answer. Fixed pie assumption. Solving their problem is their problem. |
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Invent Options for Mutual Gain Requires:
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Separating inventing from judging.
Broaden Options. Look for mutual gains. Make their decision easy. |
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BATNA
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Standard against what a proposal should be measured.
Best alternative to a solution. |
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What does a BATNA protect you from?
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Accepting unacceptable agreements and rejecting agreements that are in your best interests.
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Develop a BATNA
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1. Invent a list of actions if no agreement is made.
2. Improve on them-turn into practical alternatives. 3. Selecting the one that seems the most promising. |
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WATNA
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Worst alternative to a negotiated agreement.
Counterpart of the BATNA. |
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Negotiation Jujitsu
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Sidestep by recasting attach on you as an attack on the problem.
Don't defend you ideas - invite input and advice. Ask questions vs. Make statements. |
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Deliberate Deception
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Seperate people from the problem.
Don't call them a liar. Verify the facts. |
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Ambiguous Authority
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Don't assume the other side has complete authority.
Find out about the authority of the party. Insist on reciprocity. |
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Dubious Intentions
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Contingency Agreement
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Psychological Pressure
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Refuse to negotiate.
Extreme demands Escalating demands. Take it or leave it. A calculated delay. |