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Ncod Book 2 > Negotiations > Flashcards

Negotiations Flashcards

1
Q

Anchor

A

An offer that is at the aspiration point, or slightly more aggressive

Expected that the anchor pulls or steered an agreement close to ones aspiration point

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2
Q

Aspiration point

A

The best outcome each negotiator hopes to achieve from the negotiated agreement

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3
Q

Demand

A

A statement of terms with no room for adjustment

“Take it or leave it”

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4
Q

Interests

A

The reason behind your position
The why behind what you want

Procedural interests. How a process is conducted

Psychological interest. How people feel

Substantive interest. Schedules, prices, salaries etc

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5
Q

Negotiation

A

2 or more people or groups who have a degree of difference in position, interests, goals, values or beliefs who are striving to reach agreement on issues or course of action

A dialogue intended to resolve disputes

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6
Q

Position

A

What you want

What you envision as your best possible outcome

The stance one takes

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7
Q

Reservation point

A

The bottom line

The least favorable option or offer you will accept to end a negotiation

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8
Q

Zone of possible agreement

ZOPA

A

The bottom line

The bargaining range

The overlapping area of each negotiators aspiration point and reservation point

No overlap, no ZOPA

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9
Q

Task orientation negotiations

A

More important or reaching an outcome, solution, or resolution

Getting the mission done

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10
Q

People orientation negotiations

A

Centers on the relationships that exist between the individuals or groups and involved

The relationship may be more important than the task

It’s about the the importance on cultivating the relationships past, present and future

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11
Q

5 Negotiation styles

A 
Evade
Comply
Insist
Settle
Cooperate
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12
Q

Neg styles

Evade

A

“Not now, maybe later”

Passive, unassertive strategy often used to maintain the current situation

Best used when current situation favors any proposed solution

Issue is unimportant to one or both parties. Or more important matters at hand. Or the opposition is way too powerful

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13
Q

Neg styles

Comply

A

“Sure let’s do it your way”

Used when relationship is more important than the task

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14
Q

Neg styles

Insist

A

“Take it or leave it”

Winner takes all, task oriented style. The objective is paramount, regardless of the relationship

Used to resolve an Emergency situation. Higher rank or position used

Use with caution

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15
Q

Neg styles

Settle

A

“Let’s just split the difference and call it a day”

Compromising style used when there is little chance of getting everything you want, but a solution is necessary

Usually quick neg, but rarely results in an optimal outcome

All must be willing to give up something

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16
Q

Neg styles

Cooperate

A

“Let’s work together and come up with an even better idea”

Depends on each collaborative efforts and desire to achieve a mutually acceptable outcome while simultaneously managing a trusting relationship

Focus on the common interests that drive each party

Common ground

17
Q

Trust in a person

A

Established between 2 people an is interpersonal in nature

Not reliant on any institution or third party

18
Q

Trust in a process

A

Faith in a governing institution and believing that it supports your negotiations

You trust the institution to be fair and impartial, legal, ethically acceptable and satisfy the interest of all parties

IG, EEO, AFIs, Core Values

19
Q

Information

A

Level of trust influences the amount of information shared between negotiators

Do you trust the info you are given

Do you feel comfortable sharing info

May half to use 3rd party to verify info

20
Q

Position powers

Coercive

A

Perceived ability to provide sanctions, punishment, or consequences for not performing

Disciplinary actions, privileges taken, posing restrictions, non-judicial punishment

21
Q

Position powers

Reward

A

Leaders perceived ability to provide rewards and incentives that people like

22
Q

Position powers

Connection

A

Who you know

The perception that you have powerful connections with others who can support and strengthen your position

23
Q

Position powers

Legitimate

A

Rank, position, level of authority

You may be able to use but consider the relationship and only use when your intentions are legal, ethical, and appropriate

Only power that does not increase or decrease based on use or perception

24
Q

Personal powers

Refevent

A

Charisma

People respond to this power because they respect and admire you or tend to follow and agree with you because they aspire to be like you

Opportunity to encourage, motivate and inspire others

25
Q

Personal powers

Information

A

Knowledge, use and sharing of data or info that others may need or desire

26
Q

Personal powers

Expert

A

One’s expertise or education in a specific task, subject or career field

Subject-matter expert

27
Q

Options

A

Different ways of solving problems

Possible solutions, choices, alternatives

28
Q

Who are you dealing with?

A

Subordinate, peers, supervisors, someone from another unit, branch or country

Insisting may not be appropriate or may needed depending on the situation. May need to cooperate, settle or comply

29
Q

What are the stakes?

A

“What do you stand to gain or lose”

Issue is unimportant-low stakes
Issue is critical- High stakes

Half to choose to insist, cooperate, evade

30
Q

What is the situation?

A

“Current and future consequences”

Is it critical. Do you have time to investigate

31
Q

Readiness

A

The ability to decide when it’s in your best interest to neg an agreement rather than continue a dispute

If the primary negotiators are not ready progress comes to a halt and conflict may re-emerge

32
Q

Ripeness

A

Timing is critical to successful negotiations

Ask
Are the issues negotiable
Are all parties interested in neg
Can anything be done to make neg more attractive to the others
Does everyone know their alternatives to a negotiated settlement

33
Q

BATNA

A

Best alternative to a negotiated agreement

An alternative that should negotiation fail you are willing and able to execute without the other party participation or permission

Ncod Book 2 (8 decks)

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