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Negotiations > Exam 4 > Flashcards

Exam 4 Flashcards

Ch. 10-12

1
Q

Describe different ways that multiparty negotiations are more complex than two-party negotiations

A

Number of parties
Informational & Computational
Social
Procedural
Logistical
Strategic

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2
Q

What is informational and computational complexity in multi-party negotiations?

A

More values, interests, needs, perceptions, communication, etc.

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3
Q

What is social complexity in multi-party negotiations?

A

Cooperative motivational orientations of parties lead to higher-quality outcomes
Social pressures for conformity may challenge cohesiveness

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4
Q

What is procedural complexity in multi-party negotiations?

A

Discussing multiple issues at the same time leads to better agreements than discussing issues one at a time

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5
Q

What is logistical complexity?

A

Physical distance between parties
Facilitate integrative agreement by bringing parties physically closer - creates better social bandwidth

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5
Q

What is strategic complexity in multi-party negotiations?

A

Dealing with either distributive bargaining vs. integrative negotiation

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6
Q

Describe how the CONNECT model can build group relationships and benefit multiparty negotiations

A

Can we agree to have a constructive conversation?
- Commit to the relationship
- Optimize safety

Can our conversation be productive enough to make a difference?
- Narrow the discussion to one issue
- Neutralize defensiveness

Can we understand and appreciate each other’s perspective?
- Explain and echo each perspective

Can we commit to making improvements?
- Change one behavior each
- Track it - determine ways to monitor progress

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7
Q

Describe how the appointment of a chair can benefit a multi-party negotiation in the Formal Stage.

A

Explicitly describe roles

Introduce agendas

Make logistical arrangements

Introduce ground rules

Create/review decision standards and rules

Assure members they will have opportunity to speak/present issues

Be active gatekeeper - don’t let vocal few dominate conversation

Listen for interests/commonalities

Summarize frequently

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8
Q

Describe the importance of an agenda for multi-party negotiations

A

Controls flow and direction of negotiations, provides low-power groups a way of getting their issues addressed

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9
Q

Describe some things that can undermine effective group discussions

A

Unwillingness to tolerate conflicting points of view and perspectives

Side conversations

No means for defusing an emotionally charged discussion

Coming to a meeting unprepared

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10
Q

Describe 3 strategies to manage potentially destructive discussion norms

A

The Delphi Technique - sending out a questionnaire and building agenda off that

Brainstorming - define problem and generate solutions without criticizing

Nominal Group Technique - evaluates brainstormed solutions, and rank, rate, and evaluate alternatives

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11
Q

Describe the differences between relationship conflict, task conflict, and process conflict

A

Relationship conflict - people’s dislike of each other

Task conflict - differences in viewpoints about the group’s task or what should be done

Process conflict - conflict on how a task accomplishment will proceed; who will do what

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12
Q

Describe how decisions can be made in multi-party negotiations and 4 kinds

A

Decision rules - how the group will decide what to do

Dictatorship, simple majority, two-thirds majority, consensus

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13
Q

Describe 4 key problem-solving steps that should occur when choosing an alternative in multi-party negotiations

A

Select the best solution - satisfy as many members as possible

Develop an action plan - list of steps, objectives to be achieved, and start/completion

Implement the action plan - when planned activities become action/behaviors

Evaluate outcomes and the process - conduct after-action review

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14
Q

Describe culture

A

2 important aspect:

  1. Group-level phenomenon - a group of people who share beliefs, values, and behavioral expectations
  2. Beliefs, values, and behavioral expectations are learned and passed on to new members of the group
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15
Q

Explain elements that make cross-cultural negotiations more complex

A

Differing legal & political systems
International economics
Foreign gov’ts and bureaucracies
Ideology
Culture

16
Q

What are the 3 different conceptualizations of culture?

A

Culture as learned behavior
Culture as shared values
Culture in context

17
Q

What is meant by culture as learned behavior and why is it criticized?

A

Concentrating on creating a catalogue of behaviors that the foreign negotiator should expect when entering a host culture

Too simplistic - fails to see people as individuals

18
Q

What is meant by culture as shared values and why is it criticized?

A

Individualism vs. Collectivism
Power Distance
Masculinity vs. Femininity
Uncertainty Avoidance

“Prototypes” lead to stereotyping

19
Q

What is individualism vs. collectivism?

A

Individualism - Encourage young to be independent and look after themselves

Collectivism - Individuals belong in cohesive groups that take responsibility for welfare of each other

20
Q

Low power distance vs. high power distance in cultures?

A

Low power distance - distributes decision making

High power distance - seeks approval from higher up

21
Q

What is masculinity vs. femininity?

A

Masculinity - acquisition of things, not caring for others, quality of life, or people

Femininity - concern for relationships & more empathetic

22
Q

What is low uncertainty avoidance vs. high uncertainty avoidance?

A

High uncertainty avoidance - less comfortable with ambiguous situations, more likely to seek stables rules and procedures

Low uncertainty avoidance - likely to adapt quickly to changing situations, will be more comfortable when rules are ambiguous

23
Q

What is meant by culture in context?

A

Human behavior is not determined by a single course

24
Q

What are 2 lessons about culture and negotiations?

A

Anticipating cultural differences helps make sense of differences when they appear and adjust own behaviors to adapt to other’s strategy

Learn other’s culture but be careful to not stereotype or make assumptions

25
Q

What impact can the definition of negotiation have on negotiation?

A

Fundamental definition of negotiation, defines what is negotiable

26
Q

What impact does negotiation opportunity have on negotiations?

A

What occurs when we negotiate, distributive vs. integrative

27
Q

What impact does the selection of negotiatiors have on negotiations?

A

Negotiators chosen based on knowledge of subject matter, seniority, family connections, gender, age, experience, status

28
Q

What impact does protocol have on negotiations?

A

Formality of the relations between 2 negotiating parties

29
Q

What kinds of communication are used that have an impact on negotiation?

A

Verbal and nonverbal communication
Direct vs. Indirect communication

30
Q

What impact does time sensitivity have on negotiation?

A

Some cultures respect “time as money” and some cultures focus more on the task, regardless of how long it takes

31
Q

What impact does risk propensity have on negotiation?

A

Risk-oriented cultures - more willing to move early on in a deal and will generally take more chances

Risk-avoiding cultures - more likely to seek further information and take a wait-and-see stance

32
Q

What impact does group vs. individuals have on negotiation?

A

Individual-oriented - being independent and assertive is valued and praised

Group-oriented - favor superiority of the group and see individual needs as second to the group’s needs

33
Q

What impact does the nature of agreements have on negotiation?

A

May be based on logic, formalized, and based on contracts or based on who you are rather than on what you do

34
Q

What impact does emotionalism have on negotiation?

A

Emotions may be used as tactics or may be a natural response to positive and negative circumstances during the negotiation

35
Q

Explain what strategy is recommended for people who have low familiarity with the other party’s culture

A

Employ agents or advisers
Bring in a mediator

36
Q

What are the 10 Best Practices of negotiations?

A

Be prepared
Diagnose fundamental structure of the negotiation
Identify and work the BATNA
Be willing to walk away
Master key paradoxes
Remember the intangibles
Actively manage coalitions
Savor and protect your reputation
Remember that rationality and fairness are relative
Continue to learn from your experience

37
Q

What are the 4 key paradoxes of negotiation?

A

Claiming vs. creating value
Sticking to your strategy vs. pursuing options
Being too honest vs. being too closed
Being too trusting vs. being too trusting

Negotiations (3 decks)

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