Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Dynamics of Negotiation > Module 10 > Flashcards

Module 10 Flashcards

1
Q

Legitimate Power

A

This comes from the belief that a person has the formal right to make demands and to expect others to be compliant and obedient.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Reward Power

A

This results from one person’s ability to compensate another for compliance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Expert Power

A

This is based on a person’s high levels of skill and knowledge.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Referent Power

A

This is the result of a person’s perceived attractiveness, worthiness and right to others’ respect.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Coercive Power

A

This comes from the belief that a person can punish others for noncompliance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Power Based Approach

A

those in which a party that believes it has more power uses its power to coerce or compel the other party to concede

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Interest-based approach

A

the intent is to reach a mutually acceptable outcome, something that is mutually beneficial to both parties.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Power and rights are used to

A

Distribute

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Interests are used to

A

integrate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Rights-based approach

A

focuses on the legal rights of the parties and attempts to achieve a resolution that meets the relevant legal criteria of the dispute in a manner that is consistent with what would be achieved in a court setting.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Positive Leverage

A

What can you do for them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Negative Leverage

A

What can I do to get you?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Negative Leverage

A

What can I do to get you?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Normative

A

What is the counterparties normal operating procedure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Four criteria for evaluating the process and outcomes obtained by using the interests vs. rights vs. power approach

A
  1. Transaction Costs
  2. Likelihood of reoccurrence
  3. satisfaction with the outcomes
  4. Effect on relationship
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Cialdini’s principle of influence

A
  1. Reciprocity: be the first to give
  2. Scarcity: The rule of the rare
  3. Authority: Showing knowing
  4. Commitment: The starting point
  5. liking: Making friends to influence
  6. Consensus (social proof): people proof, people power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

How to develop an honest reputation

A
  • Be consistent at the bargaining table
  • Clearly communicate issues
  • ask for feedback
  • “If you were me how would you deal with this”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Four types of trust

A

Relation-based trust
Knowlege- based trust
Identity-based trust
institutional-based trust
calculus-based trust

18
Q

Why people are unethical

A

-greed
-profit
-competition

19
Q

How to deal with unethical tactics

A
  • Ask questions of the other negotiator about his or her proposals in order to determine if the negotiator’s answers are consistent.
  • Use “fairness” and “accountability” as authoritative standards in the negotiation.
20
Q

How to repair trust

A

-Set up face-to-face meetings
-focus on the relationship and not on who is “right” or “wrong”;
- apologize if necessary;
- let the other person vent or discuss why they are upset/frustrated;
- don’t get defensive as the person is venting; - - -ask for clarifying information

21
Q

The best predictor of future trustworthy behavior is probably ________________ trust.

A

relation based

22
Q

irrational escalation of commitment

A

irrational decision making that is based upon rational decisions made earlier

23
Q

Anchoring

A

a cognitive bias that causes us to rely too heavily on the first piece of information we are given about a topic.

24
Q

Loss aversion

A

assumes that people are more sensitive to losses then they are to gains of the same size

25
Q

Consistent preference structure

A

in a choice problem, you have the same preference for different options and are not affected by framing effects.

26
Q

preference reversal

A

occurs in a choice problem framed as a choice between a sure gain or a 50/50 chance of no further gain. However when framed as a sure 50/50 loss people select the 50/50 loss.

27
Q

Cognitive bias

A
  • Overconfidence
  • Self serving bias
  • Hard mentally
  • loss aversion
  • framing
  • anchoring
    -Confirmation
28
Q

endowment effect

A

an emotional bias that causes individuals to value an owned object higher, often irrationally, than its market value.

29
Q

M-TIme

A

United States

30
Q

United states score high on hofstedes dimension of

A

individualism

31
Q

Most useful predictor in cultural differences

A

individualism-collectivism

32
Q

U.S scores low on

A

Long-term orientation

33
Q

Cultures that value Salacuse’s cultural dimensions of ______________ and _____________ tend to see negotiations as a zero-sum distributive situation

A

assertiveness; competition

34
Q

Ethnocentrism

A

is the belief that your culture, your religion, or your views are the “right” ones and that those who do not share your perspective are somehow “deviant.”

35
Q

Traditional male and female skills and stereotypes would associate men with _____________________ and women with ________________________.

A

Distributive bargaining; integrative negotiation

36
Q

N.I.C.E approach

A

N: Neutralize your emotions
I: identify why they have emotions
C: control the encounter, shift locations, empathize
E: exchange solutions, and involve them in problem-solving

37
Q

Effective apologies

A
  • include recognition of the emotional impact of the action on the person
    -expression of regret, and a commitment not to repeat the negative action
38
Q

When to use a mediator

A

-when the parties want to continue and preserve their relationship
-going to court would adversely impact morale and productivity; confidentiality is important
-there is a need for creative solutions and realistic assessments;

39
Q

ADR with no control over the outcomes

A

Mediators

40
Q

___________________ is more similar to a court trial than is __________________.

A

Arbitration; mediation

41
Q

Ury’s breakthrough strategy

A
  • Go to the balcony
  • Step to the other side: role reversal
  • Reframe
  • Build them a golden gate bridge: try not to push them into agreeing but find a way to make them say yes. What if questions, how would you solve this?
  • Use power to educate
42
Q

Name two benefits and two potential problems associated with using an agent in negotiations.

A

The benefits:
- his or her expertise
- detachment
- tactical flexibility or status.
The problems:
- expense
- additional communication links
- the agent’s interests may differ from those of the principal
- an agent may have different ethical standards

43
Q

ADR with low control over the process but high control over the outcome

A

Arbitrators, Judges

Dynamics of Negotiation (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions