19 negotiation Handout.key

19 negotiation Handout.key - Q Successful Negotiation in...

Info iconThis preview shows pages 1–8. Sign up to view the full content.

View Full Document Right Arrow Icon
Background image of page 1

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

View Full DocumentRight Arrow Icon
Background image of page 2
Background image of page 3

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

View Full DocumentRight Arrow Icon
Background image of page 4
Background image of page 5

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

View Full DocumentRight Arrow Icon
Background image of page 6
Background image of page 7

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

View Full DocumentRight Arrow Icon
Background image of page 8
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Q Successful Negotiation in Organizations Negotiation is a process whereby parties mutually decide what each will give and take in the context of their relationship Definition of negotiation: A process wl-Q'Itxy parties mutually decide who‘ each mil 9% and take in 'he center of their wa‘mnsmp Relevant to all relationships at work and outside of work: one-on-one. individuals with organization. within teams, between organizations Definition of negotiation: A prams WM‘OW parties mutually dedde wt-e' each will 9n and take in 'he context/’66 their manonshp The implication of not negotiating is being excluded in the decision making process Most common Failure is to not negotiate. Definition of negotiation: A aroma WN‘IW parties mutually decide wi-a' each will 9‘“ and take in 'he content“ 05 their rda'iorish'p \ Negotiation means NOT avoiding (i.e., letting the chips fall where they may), NOT accommodating (i.e., abandon self interest completely to please the other party), NOT dominating (Le, focused only on self interest without regard for other party) Whendowen tlateln organizations-Le, m ually decide on how we “give and take“? Negotiating between individuals when no not»): a were «owned odor-mm lo q. 'M you (mi-vii when at We nun than am. altered can“. you permit, Wyn k9. DmPyl Negotiating within team WM we and 'o m lemon": ur- oP-erLLeg. her-arty Baue- oeani WM 0 a “we. ta 9" ntry 10! “an den «121%.: angry hes. wmel inv- entree: WM! have are creased eu‘ti dl‘teren :narefly we: I)“- a mm": won litmus) Negotiating between lndviduala and argenlutlans Wm W9 out new“ as: we 6:01; “a gang-«m M llI‘. Mug txd any ot'e' "my a re- «gem-Md Basic Negotiation Framework: The Pie metaphor Dividing the pie / Value-claiming strategies Win/Lou situation Cut the pie soyougetrnore than hdf and other get less than half Carpetitive rather than acounmodeting style to handle conflict Pie Metaphor Continued... Enlarge the pie / Veine~cneating strategies win I Mn solution Seek solution such that both persons receive what they value (> half of pie.) Focus on needs/interests rather than position (SCNMUS in CT A) An Organizationd Emple: Oranges Pie Metaphor Continued.... Third party intervention Arbitmtian: Parent cuts the pie Mediation: Parent aavues and «meats principles (egg one child cuts, other chooses] General Electric-Hitachi GE: U.$. distributor iitechi: mbotics manufacturer Contract: GE will buy Hitachi products and sell to us. market: Issues Key Negotiation Terms Congruent Issues Identical preferences Distributive Issues Win / Lose Integrative Issues Win / Win, multiple issues B.A.T.N.A. Best Alternative (a) Know your BATNA To a (b) Impmve BATNA before starting . BATNA ' power! Negotiated “ your Agreement Anchoring and Insufficient Adjustment Mental shortcut when people use a number as a starting point and then oc,ufl...in$4“acient.y Daniel Kama-tan and Moe Yversky's whee. of Fortune To your advantage if: You can get your opponent anchored to a nun-bar desnrabae for you You are anthomd to your target or uprotion 1a your aisaavontage If: You are anchored to your SMM Key Takeaway on BATNA GOOD: Cultivatnng, knownng and remembeer your BATNA allows You to know when to walk away-4t IS your reiatwe power in the negotiation BAD: Anchoan to your BATNA can lead you to settle prematureiy and stop negotiation Competitive Collaborative Vane-Claiming) (Value-Creating) High Concern for othen‘ outcomes When to claim vs. create value? Create Value: Maximize Join? Outcome Long Yerm Mai-onship (mukple negaf atom) Claim Value: Maximize Nul’ivlv Mm Own Outcome Sm convergent infemsfs Shar‘ fer-i relahonsnp or (1 mo? deal) 9990909 interns“ Three Most Common Negofiafion Misfakes ASSuming a fixed pie Ignoring opponent's per-Spechve Lack of planning and preparation Prormes BATNA Pre-negoha‘hon relafionshp bu .ding Culfural . Pmneigoflafion relation": p building Prepare Strategically Quatlanl:€aaparutinly.how’enportentleeachiuueto you? -Know the arawer before negotiatton begins -Co'mare attractiveness of alternalm agreements Question zzmmm‘pattentieuchiuueto the other side? - Assess wh<h issues are central in your opponentk mlnc - Interestingly. when asked. your opponent often will (an: shouch promo. this mfor'nn'lon Prepare Politically Question 3:Whatleyourbeetalternative(mpmr)t Swan: nest option? Know when you can wall: away Your BATNA determines your power m the negotiatlon (cultivate am: mase your 851M before you negotiate) Quafionezwm5etheother’sbeetalternative (opponentt power)? -Unaer-¢-pnasizec oy many negotiators Mu hon for your opponent can be pushed Jan-ants you tram malt: otters that lead your opponent to walk away from the to .e \ Prepare ' Culturally Question 5: m can I build mat In the negotiatlon process? Seton Seea Ideas early ma gauge reachan Build support witmn and between groups During help other: “Save foce' Keep dialogue 90mg and avoid premature coaure After l-elp frame with intema. constituents Continue to solicit feecoadx-dyna-vc contract 'fia’ld norms of reciprocity ("mud helping and cooperation) eafly! Q Interpersonal . Interactions: Negotiating for Success Addifioml Mamas: ermm NLH‘, l. Neale. MA Negotiath mhonally. Fish". 52.. dry. w. 8- Pcnon. 8 Gc'hng 9:: ya Mgomnvng agree-um whom g'nnng in. Livy, w., Gems pat on Nob. D. & William I. Evsrydoy Mgctnohons ...
View Full Document

This note was uploaded on 05/28/2011 for the course PSYCH 260 taught by Professor Akutsu during the Spring '08 term at University of Michigan.

Page1 / 8

19 negotiation Handout.key - Q Successful Negotiation in...

This preview shows document pages 1 - 8. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online