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Negotiation & Conflict Management > Exam > Flashcards

Exam Flashcards

0
Q

What does explicit language create?

A

Mutual knowledge

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1
Q

What is language? In context to negotiation/conflict management?

A

Language is a window into human nature

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2
Q

What do inuendos create?

A

Individual knowledge (not productive)

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3
Q

What are the 2 tasks of language?

A
  1. Convey content

2. Negotiate a relationship

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4
Q

What should negotiation focus on?

A

Fostering relationships

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6
Q

What are the relationships types and how do they relate to the negotiation strategies?

A 
Reciprocity = Harvard method 
Communality = friends/family (not Harvard)
Dominance = Not Harvard
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7
Q

What is NOT the Harvard method?

A
  1. Haggling over positions

2. Soft and Hard method (“Good cop, bad cop”)

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8
Q

What is the goals of the Harvard method?

A
  1. Satisfy both parties
  2. Efficiency of approach
  3. Preserve, maintain and improve relationships between parties
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9
Q

What is the Meta Approach to negotiations?

A

Common questions, however the answers differ depending on location/culture.

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10
Q

What are the 5 fundamental questions worldwide?

A
  1. How do I get the other party to make the concessions necessary to reach my desired end point?
  2. How should I evaluate the outcome of a negotiation?
  3. Why did this event occur?
  4. How do I get the information I need about the other partys interest and priorities without giving up too much information about my own interests, therefor making myself vulnerable.
  5. How do we manage conflict?
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11
Q

What are the big 5 personality traits?

A
  1. Openness (open for emotion, adventure, curious)
  2. Conscientiousness (aim for achievement, self discipline)
  3. Extroversion (positive emotions, meeting other people)
  4. Agreeableness (being compassionate, interested in others)
  5. Neurotic (emotional stability (negative emotions, depression etc.)
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12
Q

What is the use of the 5 personality traits in negotiation?

A

To understand who you are negotiating with.

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13
Q

Which area of study does negotiation belong to?

A

Organizational Behaviour

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14
Q

2 top level ways to deal with conflict

A
  1. Reactively (litigation, courts, written warnings)

2. Proactively (mediation/arbitration)

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15
Q

3 ways to solve conflict (and what type are they)

A
  1. Litigation (Reactive - not ADR) - binding, public
  2. Mediation (Proactive - ADR) - non-binding, private, structured
  3. Arbitration (Proactive - ADR) - binding, private
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16
Q

Types of Mediators

A
  1. Substance orientated - similar to “parent-child relationships”. Involved in the entire process - try to push their ideas on the negotiating parties
  2. Process orientated - Re-establish inter-party discussions, allow advocates to determine what is best for themselves
  3. Relationship orientated - Encourage participant deliberations and decision making. Try to empower all partis involved.
17
Q

Advantages/Disadvantages of Mediation?

A

Advantages

  1. one on one conversations
  2. High rate of settlement (over 75%)
  3. Lower costs
  4. No loss of face
  5. Confidential

Disadvantages

  1. Agreement is not enforceable
  2. Does not contribute to certainty of justice beyond the case
18
Q

4 Basic Concepts of the Harvard Method

A
  1. Individual + problems are dealt with separately
  2. Interest not positions are top priority
  3. Possibilities are developed before decisions are taken
  4. Results based on objective criteria
19
Q

The 3 concepts/requirements of man (and linked to Harvard method)

A
  1. Thinking -> Interests
  2. Feeling -> Relations
  3. Volition -> Positions
20
Q

Negotiating Model (Stages)

A

Stage 1: Interests -> Preparation Phase
Stage 2: Possibilities -> Debating Phase
Stage 3: Criteria -> Proposal Phase
Stage 4: Obligations -> Bargaining Phase

21
Q

Stage 1 (Negotiating model)?

A

Stage 1: Interests -> Preparation Phase

- small talk - building trust among parties

22
Q

Stage 2 (Negotiating model)?

A

Stage 2: Possibilities -> Debating Phase

- creates scope for negotiation, widen and combine interests

23
Q

Stage 3 (Negotiating model)?

A

Stage 3: Criteria -> Proposal Phase

- solutions are proposed, brainstorming for bargaining, determine criteria

24
Q

Stage 4 (Negotiating model)?

A

Stage 4: Obligations -> Bargaining Phase

- The objective of negotiations, must stick to offer (cannot go back), agreement is found.

25
Q

Separation of individual and problem

A

Subject Matter -> Level of thinking -> Proper communication

Individual -> Level of Feeling -> Maintenance of Relationship

26
Q

Checking for Alternatives (main points)

A

Be aware of all alternatives (for both sides) - in the case negotiations break down.

Know the minor, major and deal breaker points.

27
Q

Separate subject matter + procedure

A

Playing w/ tricks vs changing procedure

Have a discussion about the procedure before negotiations

28
Q

Checklist for a good preparation

A

Questions in Interests, Possibilities, Criteria, Communication, Relationship, Obligations, Alternatives.

29
Q

Examples of objectives (tactics/techniques)

A
  1. Extreme demands - Disclose tactics or ask about proper
    justification.
  2. Additional demands - Disclose tactics or break off
    negotiation and consider if and how to proceed
  3. Personal Attacks - Express concern about the situation and ask them to repeat it (won’t happen again)
  4. The opposite side uses threats - Ignore the threats or consider them to be irrelevant.
30
Q

Orange Case (set of facts and outcome)

A
  1. Set of Facts
    - Two girls are fighting over an orange
    - Father takes the orange and cuts it in half
    - Both girls are still upset
  2. Outcome
    - As it turns out, each girl wanted a different part of the orange (fruit for eating and peel for cake)
    - Father DID NOT take interests into account
31
Q

Real Case (set of facts and outcome)

A
  1. Set of Facts
    Paul negotiating his new position (salary, responsibilities)
  2. Outcome
    Based on the previous managers salary and Paul’s personal issue (lives far away from the store)
32
Q

Hansen Case (set of facts and outcome)

A
  1. Set of facts
    • Company Polluted the environment against the law, because they had no filter
    • CEO tried to convince the board to avoid polluting but they didn’t accept.
    • The CEO tried to avoid it but there was no money available, so he omitted the decision and the waters were polluted.
    • The government sue the company and the CEO directly.
  2. Legal consequences
    Question: Is the CEO responsible?
    • Even if you try to change something, you are liable (responsible) for your actions.
    • It is not enough to try to avoid the problem, you have to be successful

Outcome: attempts do not count, but the result is the important.
Hansen had 2 possible choices:
- Stop the production of the company
- Resign his job

Negotiation & Conflict Management (1 decks)

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