Negotiations Lab Exam Flashcards
What is distributive bargaining
- only 1 winner
- value claiming
What is integrative bargaining
- mutual gains situation
- value creation
what is a BATNA
Best Alternative To A Negotiated Agreement:
- relative to possible settlements available in current negotiations
What is the bargaining range? What are other terms for it?
range of possible agreements between 2 parties’ minimally acceptable settlements
- settlement zone
- zone of potential agreement (ZOPA)
what is the dual concerns model?
degree of concern about others’ and your outcomes
- yielding, inaction, contending, compromising, problem-solving
what is the dilemma of honesty?
uncertain how much to tell the other party
- therefore mutual adjustment is key
what is the dilemma of trust?
uncertain how much negotiators should trust what other party claims
- therefore mutual adjustment is key
what is the bogey strategy?
pretending an issue is of no importance to you although it is
what is the nibble strategy?
asking for concessions about undiscussed matters after the deal is closed
what is the chicken strategy?
large bluff with a threat
what is the snowjob strategy?
overwhelming the other party with info
what is the LSD model?
listen summarize deepen
what is to logroll?
trade off among issues with different priorities
what are some hardball tactics
- good cop/bad cop
- low ball/high ball
- bogey
- nibble
- chicken
- snowjob
- intimidation
- aggressive behaviour
what is the halo effect?
generalizing all attributes based one one attribute (e.e.g everyone who smiles is honest)
what is the t-r-c triangle
trust-relationship-communication
what affects the nature of trust violations?
- lack of ability
- lack of integrity
- frequency of violation
- intentionality
- timing (early or late)
what are some short-term trust repair strategies?
most effective when ability-based: a. verbal statements (excuses, explanations, apologies) b. compensation (direct or symbolic) most effective when integrity based: c. denial (when evidence is ambiguous) d. silence (if victim is unaware)
what are some long-term trust repair strategies?
- structural arrangements (policies, contracts, monitoring…)
- reframing (shift the blame, explain away, minimize damage perceptions)
- forgiveness (express guilt, remorse, shame…)
what are components of apologies and how should you use them
should use as many as possible
- expression of regret
- explanation
- acknowledgement of responsibility
- declaration of repettance
- offer a repair
- request for forgiveness
what are components of apologies and how should you use them
should use as many as possible !!!1. expression of regret!!! !!!2. explanation!!! !!!3. acknowledgement of responsibility!!! 4. declaration of repetance 5. offer a repair 6. request for forgiveness
why is asking questions so important in negotiations
- builds trust
- communicates empathy
- creates flow of new info
- yield social influence (persuasion)
increases likeablity, learning and social influence
How should you ask questions?
- follow-up questions
- open-ended if you want to uncover info
- closed if they might be lying
what are different types of interests
- substantive interests
- relationship interests
- process interests
- interests in principle
how can you generate alternative solutions
- logroll
- expand the pie
- find a bridge solution
- compensation
- compromise non-specific
- cut costs for compliance
- subordination
how can you generate alternative solutions
- logroll
- expand the pie
- find a bridge solution
- compensation
- compromise non-specific
- cut costs for compliance
- subordination
what factors facilitate integrative negotiations
- trust
- clear and accurate info
- common objective or goal
- faith in problem-solving ability
- belief in the validity of own’s position and others’ perspective
- motivation and commitment to work together
- an understanding of integrative nego dynamics
what are 3 types of goals
- common goals: all benefits that wouldn’t be possible without cooperation
- shared goals: benefits each party differently
- joint goals: different goals combined in collective effort
what makes a good goal
SMART specific measurable attainable relevant timebound
what is perception
processes by which individuals connect to their en
what are types of perceptual/perception distortion?
-> person/parties
- stereotyping
- halo effect
- selective perception
- projection
how do frames affect negotiations
type of frame by each party shows whats most important to them and determines how they might proceed
can use more than 1 frame
frames are controllable to some degree
what are 3 common frames that can cause conflicts?
- interests frame: talk about their positions, instead of focusing on underlying interests
- rights frame: concerned about who is legitimate, correct, fair
- power frame: resolving conflict based on who is stronger
what are cognitive biases
tendency to make systematic errors when they process info
what are forms of cognitive biases
-> sitution
- irrational escalation of commitment
- mythical fixed-pie belief
- overconfidence
- law of small numbers
- self-serving biases
- endowment effect
- anchoring and adjustment
- issue framing and risk
- availability of info
- ignoring others’ cognitions
- reactive devaluation
- winner’s curse
According to Ury and Fisher, how can you affect the perceptions in a negotiation
- put yourself in their shoes
- don’t blame them for your problem
- involve them in the process
- allow for face-saving
According to Ury and Fisher, how can you deal with emotions?
- recognize and understand emotions
- make emotions explicit
- acknowledge them as legitimate
- use symbolic gestures to improve hostile situation (e.g. apologise)
- pay attention to core concerns
- allow them to let off steam
what are 4 different standards to evaluate your strategy ethically?
- through end-result ethics
- through duty ethics
- through social contract ethics
- through personalistic ethics
what is deception by omission and deception by commission
deception by omission: leaving out info
deception by commission: straight up lying
How can you deal with hardball tactics?
- call them out
- stress the use of objective standards
- cop-opt party by befriending before
- nibble & high-ball -> respond in kind
- low/high-ball -> ask for serious offer
- nibble -> ask what they want
- intimidation & aggressive behaviour -> negotiate the process itself
how do individualistic vs collectivist cultures act different in negotiations?
individualistic:
- distributive view
- short-term goal planning
- extreme offers
- concerned with individual
- time oriented
- outcome oriented
collectivist:
- integrative outcomes
- long-term goal planning
- concerned with team
- process = important
- relationship oriented
How can you deal with cultural differences
- prepared (be aware)
- improvise your approach: discuss + set rules
- adapt
- hire agent, mediator, advisor
why are multiparty negotiations more complex?
- more parties -> more power differences
- info and computational complexity
- social complexity
- procedural complexity (how will decisions be made?)
- strategic complexity
According to Galinsky, how can you expand your range of acceptable behaviour to speak up?
- through perspective-taking
- signal flexibility
- gain allies
- ask others for advice
- display expertise
- show passion
what are 4 forms of justice?
4 different ways to establish whether negotiation is right/fair:
- distributive justice (outcomes)
- procedural justice (process)
- interactional justice (one-to-one treatment)
- systematic justice (organization’s treatment)
what is negotiation/why negotiate?
- conflict of needs and desires between 2 or more parties
- think can get better deal than without negotiation
- search for agreement rather than fight, break off contact, go to 3rd party
successful negotiation involves what?
- management of tangibles
- resolution of intangibles
- reputation
how to solve integrative negotiation
- identify and define the problem
- identify interests and needs
- generate alternative solutions
- evaluate and select alternatives
