Test #1 (ch.1-5) Flashcards
1
Q
Intro. What is the definition of negotiating?
A
Back and forth communication designed to reach an agreement when you and the other side have some interests that are shared and that are opposed.
2
Q
Intro. What are the 2 ways to negotiate?
A
Soft and Hard
Soft - Gets Along With People
Hard - Get What They Want
3
Q
Intro. Principled Negotiations follows the idea that we are soft on *blank” and hard on “blank”
A
soft on people, and hard on merits
4
Q
- What are the 3 criteria for judging the method?
A
- Does it result in a wise agreement?
- Is it efficient?
- Does it improve (not damage) the relationship?
5
Q
- What makes a wise agreement?
A
- Meets legitimate interest
- Resolves them fairly
- Durable
- Takes community interests into account
6
Q
- How would you define positional bargaining?
A
- Take a position
- Argue for it
- Make concessions
- Reach a compromise
7
Q
- What is a negative outcome of positional bargaining?
A
Using positional bargaining both sides require giving something up
8
Q
- What are the 3 criteria of positional bargaining?
A
- Leads to an unwise assignment
- Is inefficient
- Endangers the relationship
9
Q
- What makes an unwise agreement?
A
- The more you defend your position the more committed you become to it
- Ego becomes identified with your position
- Save face
10
Q
- What happens if you pay more attention to position?
A
By paying more attention to position, we devote less attention to the underlying concerns
11
Q
- What makes positional bargaining inefficient?
A
- Start with an extreme position
- Stubbornly holding to it
- Deceiving the other party as to your true views
- Making small concessions
12
Q
- What are two negatives of bargaining inefficient?
A
- Each decisions requires giving something up
2. No incentive to move quickly
13
Q
- What endangers the relationship?
A
- Becomes a contest of wills
2. Through sheer will power want to force the other side to change positions
14
Q
1.What does principled negotiations focus on?
A
- Separate the people from the problem
- Focus on interests, not positions
- Generate a variety of possibilities before deciding what to do
- Insist that the results be based on some objective standards
15
Q
- Negotiators are what first?
A
They are people first and people have: Emotions Values Backgrounds Personalities also they are unpredictable and so are you
16
Q
- With misunderstanding there’s blank?
A
There’s reactions and counter reactions and so forth
17
Q
- What is one question you should ask yourself?
A
Am i paying attention to the people problem
18
Q
- Negotiators have two interests?
A
- The substance (main reason)
2. Relationship
19
Q
2.What are the three people problems? And what should you be paying attention to?
A
- Perception
- Emotion
- Communications
Theirs and yours
20
Q
2.What are the solutions to perception?
A
- Put yourself in their shoes, see it as they do (Most Important Skill)
• Become the beetle
• Need to withhold judgement
• Understanding doesn’t mean Agreeing and it’s No cost, only a benefit, may change their P.O.V - Don’t deduce their intentions from your fears
- Don’t blame them
- Discuss each others’ perceptions
- Look for opportunities to act inconsistent
- Allow them to participate in the process
- Allow for face-saving
21
Q
2.What are the solutions to emotions?
A
- Recognize and understand emotions (Theirs and Yours)
- Pay attention to core concerns (Autonomy, Appreciation, Affiliation, Role and Status)
- Consider the role of identity
- Make them explicit, acknowledge as legitimate
- Allow other side to let off steam
- Don’t react to emotional outbursts
- Use symbolic gestures
22
Q
2.What are the three communication problems?
A
- Speaking to others
- Thinking of next argument
- Misunderstanding
23
Q
2.What are the solutions to communication?
A
- Listen actively and acknowledge
- Speak to be understood
- Speak about yourself, not them
- Speak with a purpose
24
Q
- When is the best time to deal with people problems?
A
The best time to deal with people problems is before they become people problems
25
What are two ways prevent dealing with people problems?
```
1. Build a working relationship
• Arrive before the negotiation
• Linger after
• Ben Franklin
2. Face the problem not the people
• You are partners – shipwrecked sailors
```
26
3. What are the reasons to the two reconciling interests?
1. Interests define the problem. For every interest exists several possible positions to satisfy it
2. Behind opposed positions lie shared and compatible (common) interests as well conflicting ones
We assume that because of their position being opposed to ours then so must their interests
Therefore in a negotiation there are more shared interest than opposed
27
3. How do you identify interests?
```
1. Ask “Why”
• Put yourself in their shoes
• Ask not for justification of position but for understanding of needs
2. Ask “Why not”
• Think about their choice
Why did they not make a decision you wanted
What interest stands in their way
3. Each side has multiple interest
• Do not assume each person on the other side had same interest
Every negotiator has a constituency
4. More powerful interest
• Basic human needs
• Often think of only money
5. Make a list of interests
• Prioritize
• Leads to ideas on solving
```
28
3. When talking about interests what should you consider?
1. Be specific – Offer concrete details
• Creditable, impact
• Can take a strong stand but do not imply their interest are unimportant
• Trying to: establish the legitimacy of your interest
2. Acknowledge their interest
• If you want people to appreciate your interests, then appreciate theirs
3. Put problem before your answer
• Heard your position and now is preparing argument
• Interest / Reasoning is 1st
• Conclusion / Proposal is later
4. Look forward not back
• Talk about where you want to go rather than where you came from
• Leads to ideas on solving
5. Be concrete but flexible
• Know where you are going but be open to fresh ideas
• Hard on problems
• Soft on people
• Hard on interest doesn't mean being closed to their point of view
• Successful negotiators are firm and open
• It is a combination of support and attack
29
3. What are values. How are they influenced and what is the main point of values?
```
Values are:
• Deeply held beliefs
• Influenced by
o History
o Environment
o Religion
o Culture
o Ideology
• Differ between individuals and groups
• Change slowly
• Affect positions, needs and reactions
```
And values are never negotiable
30
3. What are positions?
They are:
• Initial demands
• What we prefer to satisfy our needs
• Are one – but not the only – way to meet needs
31
3.What are needs?
```
They are:
• Reason why we are negotiating
• Specific to the negotiation
• Must be able to identify our needs
• And we should try to discover the needs of others
```
32
3.What are the tactics to use when considering interests?
```
Attack
Evade
Inform
Open
Unite
```
33
3.Describe the Attack tactic using how and when?
```
How:
• Criticizing
• Insulting
• Blaming
• Judging
• Stereotyping
When:
Never
```
34
3.Describe the Evade tactic using how and when?
```
How:
• Ignore
• Change subject
• Remain silent
• Postpone
When:
• New proposals
• Major disagreements
• Save face
```
35
3.Describe the Inform tactic using how and when?
```
How:
• Provide background
• Delve into needs
• May reveal feelings
When:
• Always but not necessarily tell all, right away
```
36
3.Describe the Open tactic using how and when?
```
How:
• Listen
• Ask questions
• Be aware of others’ view
• Respect
• Paraphrase (without necessarily agreeing)
When:
• Always and when your attacked
```
37
3.Describe the Unite tactic using how and when?
```
How:
• Building rapport
• Emphasizing common ground
• Paraphrasing
• Proposing solutions
When:
• Always
```
