Ch8new Flashcards
what is power in a negotiation
the extent to which a negotiator can achieve their goals interests and position
4 sources of power
info power
relationships & referent power
legitimate power (position/network)
contextual power (BATNA, society,agents)
what to do when others have more power 8
Never do an all-or-nothing deal. Relying on a single opponent and creating a make-or-break deal with him or her leaves the low-power party highly vulnerable.
Make the other party smaller. In dealing with a high-power party, particularly if it is a group or an organization, attempt to establish multiple relationships and engage in multiple negotiations.
Make yourself bigger. Similarly, low-power players should attempt to build coalitions with other low-power players so as to increase their collective bargaining power.
Build momentum through doing deals in sequence. Early deals can be done to build a relationship, strengthen the relationship with the high-power party, and perhaps acquire resources.
Use the power of competition to leverage power. This is a variation on the power of a BATNA.
Constrain yourself. Tie your hands by limiting the ways that you can do business or whom you can do business with.
Good information is always a source of power. Seek out information that strengthens your negotiating position and case.
Ask lots of questions to gain more information. Research shows that negotiators with less power asked more diagnostic than leading questions.
Do what you can to manage the process. If the high-power party controls the negotiation process, they can assure outcomes they want.
2 routes to persuasion
central: Occurs consciously and
involves integrating the
message into the
individual’s previously
existing cognitive
structures (thoughts,
frameworks, etc.
peripheral:Characterized by subtle
cues and context, with less
cognitive processing of the
message and is thought to
occur automatically
3 elements to cetnral route
- content: facts and the topic should be covered
- strucutre: the arrangement of elements
- delivery: how the emssage is presented
explain each element of central route
CONTENT: persuade by talking about the terms of the deal attractively, get them to say yes to something; mak message normative and get them to agree to a princple THEN sort out details
“do you want a ceasefire?” “ok lets negotiate then!”
STRUCTURE: EITHER 1 sided (ignore other sides points) or 2 sided (address both sides). Break down message components to bitesized pieces.
DELIVERY: vivid language, repition, incite fears
why use peripheral route
when subject of message is unmotivated or unable to attend clearly
Peripheral route 4 componenets
- message order: primacy/receny effect
- distractions: distracted people are easier to persuade- us charts and keep talking
- source credibility- by using expert power
- personal attractiveness- the more I like you the more i can be convinced by you
dual concerns model
assertive on y axis
cooperative on x axis
Top left [ASSERTING AND UNCOOPERATIVE]: Competing- Being hyerassertive, this is bad but not always bad (parents, project managers)
- This is an unpopular decision but it is important to take control at times
- Not about getting friends! Its about getting your own needs met
Bottom left[UNASSERTIVE AND UNCOOPERATIVE]:: Avoidance- When can we be avoidant? When we want to preserve the relationship
- In interpersonal relationships smetimes there are issues that are more important
- Confrontation might hurt the relationship
- You don’t have enough information! Or you’re not the right person
Bottom Right [UNASSERTIVE AND COOPERATIVE]:: Accommodation- when you value harmony or stability, and the issues are not important
- Maintaining the relationship, minimizing losses in situations
Middle: Compromising- meet in the middle, sometimes it is like SATISFICING! A good ENOUGH solution
- Often a lose/lose strategy because everyone remains unfulfilled
- Lazy problem solving
Top Right[ASSERTIVE AND COOPERATIVE]:: Collaborating (Assertive/Cooperative) Trying to create optimal value or WIN/WIN SITUATION
- Takes time, effort, and resources
- Integrative negotiation
URYS breakthrough approach steps 1-5
1.Don’t React – Got to the Balcony
2. Disarm them- step to their side
3. Change the game: dont reject reframe
4. Make it easy to say yes- build a golden bridge
5. make it hard to say no- bring to sense not kene
9 hardball tactics
- highball/lowball
- Bogey
- Nibble
- good cop/bad cop
- exploding offer
- silence
- snow job
- chicken
- aggression/intimaitdateion
defenses against hardball
discuss them: label the tactic and call it out
ignore them
repsond in kind: with ur own tactics
co-opt the party: become friends before they can use the tactic
4 key hallmarks of integ negotiation *s
creating a free flow of information; EXCHANGE INFO
Attempting to understand the other negotiator’s real needs and objectives;
Emphasizing things parties have in common: different outlook or frame of reference: WHAT IS THE COLLECTIVE GOAL
searching for solutions that meet the goals and objectives of both parties.
4 key hallmarks of integ negotiation *s
creating a free flow of information; EXCHANGE INFO
Attempting to understand the other negotiator’s real needs and objectives;
Emphasizing things parties have in common: different outlook or frame of reference: WHAT IS THE COLLECTIVE GOAL
searching for solutions that meet the goals and objectives of both parties.
8 ways to create creative solutions
- logrolling: parties each sacrifice on smaller issues to succeed in different bigger issues
- expand the pie: add resources
- modify the resource pie
- find a bridge oslution: invent a new solution
- nonspeciic compensation: compensate the “loser” of the negotiaiton
- cut the cost for compliance: make it easy for the loser to comply
- superodination: when “the differences in interest that gave rise to the conflict are superseded or replaced by other interests.”
- when “the differences in interest that gave rise to the conflict are superseded or replaced by other interests.
- compromise: not furthering the interests of any arty
