Intercultural Negotiation Patterns Flashcards
Issues vs. Interests
Issues
What we negotiate to meet our needs.
(“What” the negotiators say they want)
–> facts, unemotional
Interests
Our basic needs
(“Why” the negotiator takes the position)
–> motivations, emotional
The Bargaining Mix
The set of issues that are or could be considered in the negotiations.
Bargaining Ranges
- What do you consider to be an acceptable deal? This is your target point (the settlement you want to achieve at the end of the negotiation).
- Where will you start? This is your opening offer.
- What limits will you set (i.e. the most you will pay/commit)? This is your resistance point/walkaway.
- What will you do if you cannot strike a deal with the other party? This is your alternative.
BATNA & WATNA
Best / Worst Alternative To a Negotiated Agreement
DNA of Negotiation Components
- Reciprocity: What one party does tends to be matched or reciprocated by the other. This does not happen all the time
- Trust: An expectation that the other party will act in a beneficial rather than exploitative way
- Power: Relates to the alternatives open to negotiators - ways other than negotiation to achieve their desired objectives
- Information exchange: Many of the strategies and tactics are designed to improve the negotiators’ understanding of what is and is not possible as an outcome.
- Ethics: Thinking about trust leads to thinking about the behavioural ethics in negotiation.
- Outcome: The better the negotiation, the better the outcome
–> Preperation - Process - Outcome
Thomas-Kilmann Conflict Mode: Cooperative vs. Competitive
CO-OPERATIVE
Courteous, personable
Realistic opening position
Does not use threats
Does not lie, acts fairly and is trustworthy
Willing to share information openly
COMPETITIVE
Dominating, forceful
Unrealistic opening position
Uses threats
Willing to stretch the facts
Reveals information gradually
A Definition of Power
“an actor…has power in a given situation (situational power) to the degree that he can satisfy the purposes (goals, desires, or wants) that he is attempting to fulfill in that situation”
Two perspectives on power:
- Power used to dominate and control the other- “power over”
- Power used to work together with the other-“power with”
Graduated Reciprocation in Tension reduction (GRIT)
- a method of restoring negotiations between two parties who are deadlocked
- reestablishes negotiations by urging one side to initiate a concession
- when one side offers a concession, the other side should feel responsible for making a concession in return, and this exchange encourages the negotiation process to begin again.
Approaches to a negotiation: interests, rights, power
Interests:
Self-interest
Dispute resolution
Understanding others’ concerns
Rights:
Fairness
Justice
Power:
Winning
Respect
Distributive vs. Integrative Bargaining
Distributive bargaining is the approach used when the parties are trying to divide something up (“claiming value”)
Integrative bargaining is used when the parties are trying to make more of something (“creating value”)
10 Hard Bargaining Tactics
- Extreme demands followed up by small, slow concessions.
- Commitment tactics (limited discretion)
- Take-it-or-leave-it negotiation strategy.
- Inviting unreciprocated offers (i.e. wants concession before making opening offer)
- Trying to make you flinch (makes greater and greater demands)
- Personal insults and feather ruffling.
- Bluffing, puffing, and lying (exaggerating, misrepresenting)
- Threats and warnings
- Belittling your alternatives/BATNA
- Good cop, bad cop.
- (11th): Snowjob/blizzard
What is CQ?
Cultural Intelligence
CQ pertains to how people adapt and thrive when they find themselves in an environment other than the one in which they were socialized (Brislin et al., 2006).
What are the 4 CQ Dimensions?
As conceptualized by Ang et al. (2006, 2007), CQ is a multidimensional construct with four dimensions.
- Action (behaviour)
- Drive (motivation)
- Strategy (meta-cognition)
- Knowledge (cognition)
Tracks of Diplomacy
Track 1 diplomacy
Track 2 diplomacy
Public diplomacy
People-to-people diplomacy
Track 1.5 diplomacy
Track 1 diplomacy
Official discussions typically involving high-level political and military leaders and focusing on cease-fires, peace talks, and treaties and other agreements.
Track 2 diplomacy
Unofficial dialogue and problem-solving activities aimed at building relationships and encouraging new thinking that can inform the official process. Track 2 activities typically involve influential academic, religious, and NGO leaders and other civil society actors who can interact more freely than high-ranking officials.
Public diplomacy
Any of various government-sponsored efforts aimed at communicating directly with foreign publics. Public diplomacy includes all official efforts to convince targeted sectors of foreign opinion to support or tolerate a government’s strategic objectives.
People-to-people diplomacy
undertaken by individuals and private groups to encourage interaction and understanding between hostile communities and involving awareness raising and empowerment within these communities. Normally focused at the grassroots level, this type of diplomacy often involves organizing meetings and conferences, generating media exposure, and political and legal advocacy for marginalized people and communities.
Track 1.5 diplomacy
Some analysts use the term track 1.5 to denote a situation in which official and non-official actors work together to resolve conflicts.
Multi Track diplomacy
A term for operating on several tracks simultaneously, including official and unofficial conflict resolution efforts, citizen and scientific exchanges, international business negotiations, international cultural and athletic activities, and other cooperative efforts. These efforts could be led by governments, professional organizations, businesses, churches, media, private citizens, training and educational institutes, activists, and funders.
Approach
- how does the negotiater choose to behave?
- interest, rights, power based approaches
Frameworks
- particular steps for anticipated results in a particular order
- e.g. behavioral change stairway model, GRIT
Strategies
- tools you´re using to achieve your goal target point
–> everything you do in order to achieve it
Tactics
- one step within a strategy
- e.g. snowball, good cop bad cop etc.
Behavioural change stairway model
- Developed by the FBI’s hostage negotiation unit
- A staple of the high-stakes world of crisis negotiation.
- Shows the 5 steps to getting someone else to see your point of view and change what they’re doing.
Active listening
Empathy
Rapport
Influence
Behavioural Change
Expanding and slicing the pie
Expanding: Interest based approach, creating more value for everyone
slicing: rights and power based, often creates a winner and looser, interests based: compromise
Issue Linkage advantages
- By adding an issue, one party can offer others additional advantages, and thus a reason to agree.
- By adding an issue, and thereby bringing other parties to the bargaining table, it is also possible to counteract the power of a blocking coalition (by increasing the size of the coalition that favors agreement).
- Adding an issue makes it possible to shift the institutional locus of a negotiation to a new venue in which implementation may be easier.
Each of these uses of linkage involves building or modifying coalitions.
