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Interpersonal > Negotiating > Flashcards

Negotiating Flashcards

1
Q

When is negotiation must effective

A

When collaboration is used to create a solution that satisfies key needs on both sides

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2
Q

Negotiation

A
  • Process when two or more parties work together to reach agreement on a matter.
  • Involves distinguishing between needs and wants
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3
Q

Needs

A

Are essential to a leader’s goal

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4
Q

Wants

A

Are attractive not not really essential

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5
Q

Negotiating grievances and contract interpretations

A

Are to be conducted in the existing legal frameworks

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6
Q

Approaches to negotiation include

A
  • Soft negotiators
  • Hard negotiators
  • Principled negotiation
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7
Q

Soft negotiators

A
  • Value the relationship more than the outcome
  • Will back down on issues in the interest of reaching an agreement - even if they are no longer getting what they need
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8
Q

Hard negotiators

A

Are committed to winning, even at the cost of the relationship

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9
Q

Principled negotiation

A
  • Negotiator aims for mutual gain
  • Applies interest-based rational negotiating or integrative barganing
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10
Q

Interest-based relational negotiating (integrative bargaining)

A
  • Focus on the problem instead of personal differences
  • Focus on mutually beneficial outcomes rather than hard positions
  • Identify common interest and make them a goal for the negotiation
  • Creative - with options on both sides
  • Goal is win-win requiring some sacrifice
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11
Q

How to approach a negotiator who bullies, manipulates or deceives

A
  • Persist with commitment to win-win
  • Do not retreat or concede to their negotiating position
  • May walk away if needed
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12
Q

HR actions to unethical behaviors in negotiations

A

Violation should be documented and reported to involved parties

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13
Q

Steps in the negotiation process include

A
  1. Preparation
  2. Relationship building
  3. Information exchange
  4. Persuasion
  5. Concessions
  6. Agreement
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14
Q

Preparation step in the negotiation process

A
  • Negotiator should identify critical needs and wants that could be concessions and possible demands from the other side
  • Defining your BATNA
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15
Q

Defining your BATNA

A
  • Best alternative to a negotiated agreement
  • Knowing your possible alternatives if negotiation fails to establish more accurate value and proposal you can live with
  • Should also be performed from the other side to anticipate reactions
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16
Q

Relationship building step in the negotiation process

A
  • Creating atmosphere that encourage comfort and openness.
  • Trust is built with the exchange of personal information that reveals character.
17
Q

Information exchange step in the negotiation process

A
  • Positions and needs are explained on both sides
  • Perspective talking First offer “anchors” or defines negotiating point.
18
Q

Perspective talking

A

Seeing the issue from the other side

19
Q

Perspective talking advantages

A
  • Helps negotiators anticipate reactions to proposals and overcome negotiating obstacles
  • Approach problem from different angle
  • Expands options
  • Propose win-win solutions
  • Makes first offer an advantage
20
Q

Persuasion step in the negotiation process

A
  • Negotiators seek mutually beneficial options rather than trying to win the other side to their own position.
  • Possible since both sides understand the other side
  • Negotiators focus on dividing interests rather than sticking to distinct positions
21
Q

Concessions step in the negotiation process

A
  • Both sides find wants that are not essential to agreement.
  • Some negotiators plan to make small concessions, while others never make concessions—at least, formally.
  • In a multi-party negotiation, one can try to get the other participants to bid against each other in the manner of an auction.
22
Q

Agreement step in the negotiation process

A
  • Agreements may be legal instruments or verbally expressed understandings.
  • Requirement of a legal contract may itself be offensive to some cultures, who view it as a sign of lack of trust in the relationship.
  • Negotiators must also be alert to agreement that is only apparent and may result from a desire to avoid conflict.
23
Q

Negotiating in Multicultural Settings

A
  • Be aware of influence of culture on negotiating styles
  • Apply synergistic approach
24
Q

Synergistic approach

A

Recognize the differences in negotiating styles across cultures and uses those differences to craft agreements that allow both sides to win.

25
Q

How to apply synergistic approach to negotiation

A
  • Try to understand the values the other side brings to negotiations and what they hope to achieve through negotiation.
  • Creates ease, trust, and respect.
  • With understanding differences - negotiators can avoid having to compromise their desires.
  • Since each side may want different things, it may be possible to reach win-win agreements more easily.

Interpersonal (9 decks)

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