JKO JMESI - Conflict Management Two: Negotiations

Four Key Steps

- identifying and defining the problem
- identifying interests and needs
- generating alternative solutions
- evaluating and selecting alternatives

Successful Integrative negotiation

- create free flow of information
- understand each other's true needs and objectives
- focus on their similarities
- search for solutions that meet goals of both sides

Principled negotiation

Participants are problem-solvers
The goal is a wise outcome reached efficiently and amicably

Separate the people from the problem

Be soft on the people, Hard on the problem.
Proceed independent of trust

Focus on interests, not positions

Explore interests
Avoid having a bottom line

Invent options for mutual gain

Develop multiple options to choose from; later decide

Insist on using objective criteria

Try to reach a result based on standards independent of will
Reason and be open to reason; yield to principle, not pressure

Four Basic Steps in Inventing Options

1. Problem. What's wrong? What are current symptoms? What are disliked facts contrasted with a preferred solution?

Four Basic Steps in Inventing Options

2. Analysis. Diagnose the problem: sort symptoms into categories. Suggest causes. Observe what is lacking. Note barriers to resolving the problem.

Four Basic Steps in Inventing Options

3. Approaches. What are possible strategies or prescriptions? What are some theoretical cures? Generate broad ideas about what might be done?

Four Basic Steps in Inventing Options

4. Action ideas. What might be done? What specific steps might be taken to deal with the problem?

Ten Key steps for setting clear goals

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1.

Understand the key issues that must be resolved in the upcoming negotiation.

2.

Assemble all the issues together and understand the complexity of the bargaining mix

3.

Understand and define the key interests at stake that underline the issues

4.

Defined limits - the point where we will walk away or stop negotiating

5.

Defined the alternatives - other deals we could do if this deal does not work out

6.

Clarify the target points to be achieved in the asking price where we will begin the discussion

7.

Understand my constituents, what they expect of me, and the social context

8.

Understand the other party in the negotiation - their goals, issues, strategies, interests, limits, alternatives, targets, openings, and authority

9.

Plan the process by which I will present and "sell" my ideas to the other party (and perhaps to my own constituency)

10.

Define the important points of protocol in the process - the agenda, who will be at the table or observing the negotiation, where and when will we negotiate, and so on

4 types of perceptual distortions

Stereotyping
Halo effect
Selective perception
Projection

5 sources of power

- informational sources of power (information and expertise)
- personal sources of power (psychological orientation, cognitive orientation, motivational orientation, certain dispositions, and moral orientation and skills).
- position based sources of power (legitimate power and resource control).
- relationship-based power (goal interdependence and deferent power and networks).
- contextual sources of power (availability of BATNAs, availability of agents, and the organizational or national culture in which the negotiation occurs).

4 approaches to ethi

- end-result ethics
- duty ethics
- social contract ethics
- personalistic ethics

Before using deceptive tactics ask yourself...

Will they really enhance my power and help me achieve my objectives?
How will the use of these tactics affect the quality of my relationship with the other party in the future?
How will the use of these tactics affect my personal and professional reputation as a negotiator?

Key elements in negotiations with relationships

- reputation
- trust
- Justice (distributive, procedural, interactional, systemic)

Cultural attribution error

The tendency to overlook the importance of situational factors in favor of cultural explanations.

Environmental context

Environmental forces that neither negotiator controls that influence the negotiation

Immediate context

Factors over which negotiators appear to have some control.

Environmental context

- political and legal pluralism
- international economics
- foreign governments and bureaucracies
- instability
- ideology
- culture
- external stakeholders

Immediate context

- relative bargaining power
- levels of conflict
- relationships between negotiators
- desired outcomes
- immediate stakeholders

Idealogical clashes

Increase the communication challenges in international negotiations in the broadest sense because the parties may disagree at the most fundamental levels

Hofstede

Individualism/collectivism
Power distance
Career success/quality of life
Uncertainty avoidance

Low familiarity

- employ agents or advisers (unilateral strategy)
- bring in a mediator (joint strategy)
- induce the other negotiator to use your approach (joint strategy

Moderate familiarity

- adapt to the other negotiators approach (unilateral strategy)
- coordinate adjustment (joint strategy)

High familiarity

- embrace the other negotiators approach (unilateral strategy)
- improvise an approach (joint strategy)
- effect symphony (joint strategy)