School of business university of california berkeley

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Unformatted text preview: ? W Haas School of Business Negotiators may have: Escalated commitment to positions Tried to win over all else Believed that the pie was fixed (other party’s interests are opposite yours) Had positive illusions and unrealistic aspirations Had negative views of opponent University of California Berkeley Integrative Negotiation Haas School of Business Separate people from problem Should you be a hard or soft negotiator? Focus on interests, not positions Generate multiple possibilities Base results on objective standards University of California Advantages of Integrative Agreements Berkeley Haas School of Business Improve outcomes Create more stable agreements Improve implementation Strengthen the relationship University of California Berkeley But.. Haas School of Business The non-separability of integrative and distributive negotiations Tactics that claim value can impede its creation “Value that has been created must be claimed” Persuading, withholding information Approaches to creating value are vulnerable to claiming tactics Disclosing interests, priorities University of California Berkeley The Prisoner’s Dilemma Haas School of Business Your Partner Not confess Confess 2 yrs 0 yrs Not confess 2 yrs You 10 yrs 10 yrs 5 yrs Confess 0 yrs 5 yrs University of California Berkeley Haas School of Business The Negotiator's DilemmaYour Counterpart Create Claim Good Great Create Good You Terrible Terrible Mediocre Claim Great Mediocre University of California BerkeleyResolving the Dilemma Haas School of Business Prepare for integrative and distributive opportunities Analyze own & other’s interests; avoid fixed-pie perception Know your BATNA, Res Price, objective arguments Balance cooperation and competition Build trust: don’t jump in trusting immediately, but be open to a trusting interaction Ask for and share info about interests & priorities, but watch out for unilateral information exchange...
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