negotiation cheatsheet notes

negotiation cheatsheet notes - Chapter 1 Nature of...

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Chapter 1: Nature of Negotiation -negotiations occur: (1) to create something new that neither party could do on their own, or (2) to resolve a problem or dispute between the parties -traits of negotiation situations: (1) two or more parties, (2) conflict of interest btwn parties, (3) voluntary action to get a better deal, (4) parties for the moment prefer to search for agreement rather than to fight openly, (5) expect give and take, (6) management of intangibles and tangibles -Negotiation occurs when there is no system for resolving the conflict or when parties prefer to work outside the system to invent their own solution -interdependence: mutual dependency by interlocking goals -zero-sum = distributive = negative goal attainment correlation -mutual gains = non-zero-sum = integrative = positive goal attainment correlation -2 dilemmas of negotiation: (1) dilemma of honesty, (2) dilemma of trust two consequences of interdependent relations: (1) valuation creation, (2) conflict -sources of valuation creation: (1) dif in interests, (2) dif in opinions, (3) dif in risk aversion, (4) dif in time preference, (5) shared interests, (6) scale -conflict: sharp disagreement or opposition, as of interest, ideas, etc.; perceived divergence of interest, or a belief that the parties’ current aspirations cannot be achieved simultaneously (can be productive or destructive) -4 levels of conflict: (1) intrapersonal/intrapsychic, (2) interpersonal, (3) intragroup, (4) intergroup -elements of destructive conflict: (1) competitive processes, (2) misperception and bias, (3) emotionality, (4) decreased communication, (5) blurred issues, (6) rigid commitments, (7) magnified differences/minimized similarities, (8) escalation of the conflict -conflict management/dual concerns model: postulates that individuals have two independent levels of concern: (1) concern about their own outcomes, (2) concern about the other’s outcomes -dual concerns model leads to 5 conflict management strategies: (1) contending/competing, dominating, (2) yielding/accommodating/obliging, (3) inaction/avoiding, (4) problem solving/collaborating/integrating, (5) compromising Chapter 2: Negotiation: Strategizing, Framing, and Planning -goals: tangible and intangible objectives that drive a neg strategy inc goals, goal priorities, multigoal packages, agendas, bargaining histories -4 aspects of how goals affect negs: (1) wishes are not goals. (2) goals are often linked to the other party’s goals, (3) there are limits to what our goals can be, (4) effective goals must be concrete, specific, measurable, reasonably attainable -strategy: the overall plan to achieve one’s goals -tactics: short-term adaptive moves designed to enact or pursue higher-level strategies, which in turn provides stability, continuity, and direction for tactical behaviors -Savage, Blair, and Sorenson model for choice of negotiation strategy inc (1) how much concern does the actor have for achieving the substantive outcomes, (2) how much concern does the negotiator have for the quality of the relationship with the other party
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