Promotion Focus o Approach mode to try to maximize hits or the rate of

Promotion focus o approach mode to try to maximize

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Promotion Focus o Approach mode – to try to maximize “hits” or the rate of success/positive outcomes o Focus is on vision of “ideal” self – what is ideally possible and what one might achieve o Outcomes are framed as “gains” or “non-gains” o When goals are achieved, feelings experienced are of cheerfulness, excitement, elation o When goals are not achieved, feelings experienced are of disappointment, maybe dejection o Tendency is to embrace risk more when in a promotion focus & to make decisions more quickly
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o Again, concept of fit to career success: Sales? Accounting? Intro to Negotiations No matter what your work experience, you are all EXTREMELY experienced negotiators o e.g., How do you determine where to eat dinner on a Sat. night with your friends? o Self-awareness and perceiving others accurately are once again at the core of being a good negotiator o ASKING GOOD QUESTIONS IS KEY HERE TOO o Ask good Qs of yourself and of your negotiation counterpart(s) o This is again often forgotten in the heat of negotiation! Key Concept: BATNA (Your Source of Power) Best Alternative to a Negotiated Agreement Do everything you can to improve BATNA before you negotiate Counterparts’ perceptions of your BATNA are also very important Reservation Price Your “bottom line”, or the point at which you are indifferent to whether you achieve a negotiated agreement or walk away – anything worse than the reservation price, and you walk away Reservation price BATNA Reservation Price is BATNA +/- things that make you want to do the deal. o e.g., opportunity costs, switching costs, ego, miscellaneous preferences Do not reveal your reservation price! Remember Anchoring & Adjustment People make estimates by starting from an initial anchor value and adjusting from there to yield a final answer o Adjustments are generally insufficient o “Anchors are usually based on whatever information, relevant or irrelevant, is available” “Final agreements are more strongly influenced by initial offers than by subsequent concessionary behavior” o “Initial offers provide an anchor. Suggesting an adjustment to this offer helps to legitimate the anchor.” o “If the other party provides an unacceptable anchor, the negotiator must re-anchor the process - even if it means threatening to walk away from the table – rather than acknowledge an unacceptable starting point for the negotiation.” (from Neale & Bazerman, 1991) Guidelines for Diagnosing Subordinate Performance BEFORE Giving Feedback Have you adequately prepared for the meeting? o 15 minute on the train on the way in to work doesn’t cut it – why?
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Can you make cause-effect linkages between your ee’s strengths and weaknesses and tangible outcomes or measurable results?
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  • Fall '12
  • KyleEmich
  • reservation price, Making Eye Contact, potential external causes

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