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1
Q

Negotiation Process

A

The six steps in the negotiation process are, in order, preparation, relationship building, information exchange, persuasion, concessions, and agreement.

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2
Q

Soft Negotiator

A

Value the relationship more than the outcome and will back down on issues in the interest of reaching agreement—even if they are no longer getting what they need

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3
Q

Hard Negotiators

A

Committed to winning, even at the cost of the relationship

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4
Q

Principled Negotiation

A

aim for mutual gain. Use interest-based relational negotiating or integrative bargaining.Principled negotiators can separate people from positions. They identify common interests and make them a goal of the negotiation. They are also creative: They come to the negotiation prepared with different options that may satisfy both sides. In principled negotiation, the goal is a win-win solution, requiring some sacrifice of position from each side in order to gain meaningful points.

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5
Q

brinksmanship

A

“take it or leave it” negotiation

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6
Q

“this is a one time offer”

A

bullying, deceptive and manipulative negotiation

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7
Q

low/ high balling demands (negotiation)

A

making ridiculous and possibly unacceptable demands

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8
Q

Preparation (Step 1 of Negotiation)

A

Negotiator should identify critical needs, wants and possible demands from other side.

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9
Q

Relationship Building (Step 2 of Negotiation)

A

Trust is built with exchange of personal info that reveals character (encourage comfort and openness)

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10
Q

Information Exchange (Step 3 of Negotiation)

A

Positions and needs are explained by both sides (Important to start to look at both sides)

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11
Q

Persuasion (Step 4 of Negotiation)

A

Negotiator seeks mutually beneficial options instead of trying to win the other side to their own position)

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12
Q

Concessions (Step 5 of Negotiation)

A

Both sides find wants that are not essential to agreement)

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13
Q

Agreement (Step 6 of Negotiation)

A

Agreements may be legal instruments or verbally expressed understandings

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14
Q

Fisher and Ury’s BATNA approach

A

“Best Alternative ro a Negotiated Agreement” Focus on problem, not personal differences and on mutually beneficial outcomes rather than hard positions.

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