{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

MAN6447 - Negotiation Style

MAN6447 - Negotiation Style - Developing Your Negotiation...

Info iconThis preview shows pages 1–5. Sign up to view the full content.

View Full Document Right Arrow Icon
Dr. Judy Callahan Developing Your Negotiation Style
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
The Dual Concerns Model Competition Collaboration Compromise Avoidance Accommodate Low High High Desire to satisfy other’s concerns Desire to satisfy own concerns
Background image of page 2
Objective View of others Situational factors that trigger this Motivation Individualistic Competitive Cooperative Motivational Style Self-interested Self-interested Group competition When organizations make interpersonal comparisons salient Victory Joint welfare Competitive Heterogeneous: some cooperators, some competitive; some individualistic Incentives to maximize own gain Social identity; superordinate goals
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Approaches Interests Rights Power Goal Self-interest Fairness Winning Dispute resolution Justice Respect Understanding others’ concerns Temporal focus Present (What needs and interests do we have right now?) Past (What has been dictated by the past?) Future (What steps can I take in the future to overpower others?) Distributive strategies (pie slicing) Compromise Often produces a “winner” and a “loser;” thus, unequal distribution Often produces a “winner” and a “loser;” thus, unequal distribution Integrative strategies (pie expansion) Most likely to expand the pie via addressing parties’ underlying needs Difficult to expand the pie unless focus is on interests
Background image of page 4
Image of page 5
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}