Textbook

Question 1

Characteristics of A Negotiation Situation

Answer 1

1. There are two or more parties
2. There is a conflict of needs and desires
3. The parties negotiate by choice. I.e. they believe they can get a better deal by negotiating rather than accepting what is given
4. We expect a ‘give-and-take’ process, where both sides will move away from their opening demands/requests
5. The parties prefer to negotiate and search for agreement than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take their dispute to a higher authority to resolve it.
6. Successful negotiations involve the management of tangibles (e.g. price of terms of agreement) and the resolution of intangibles.
   (Lewicki et al., 2021)

Question 2

Intangible Factors

Answer 2

1. Need to win / Need to beat other party
2. Need to look good / competent / tough
3. Need to defend an important principle or precedent
4. Need to appear fair or honourable to protect reputation
5. Need to maintain a good relationship with the other party.

Intangibles must be resolved in any successful negotiation
(Lewicki et al., 2021)

Question 3

Competitive Dynamics Leading to Bad Decisions

Answer 3

1. Rivalry. Intense competition with other party can suspend rational decision making
2. Time pressure. People make more rash decisions
3. Spotlight. When audiences are watching and evaluating the actor, he is more likely to stick to his guns and escalate to look strong and tough
   (Malhotra et al., 2008)

Question 4

Interdependence

Answer 4

“When parties depend on each other to achieve their own preferred outcome, they are interdependent”
(Lewiciki et al., 2021)

Question 5

Dilemmas in Mutual Adjustment (Concession Making)

Answer 5

1. Dilemma of honesty
   How much of the truth to tell to other parties?
2. Dilemma of trust
   How much should negotiators believe what the other party tells them?
   (Lewiciki et al., 2021)

Question 6

Importance of Aligning Perceptions

Answer 6

“Having information about your negotiation partner’s perceptions is an important element of negotiation success. When your expectations of a negotiated outcome are based on faulty information, it is likely that the other party will not take you seriously.”
(Lewiciki et al., 2021)

Question 7

Value Claiming and Value Creation

Answer 7

1. Negotiators must be able to recognize situations that require more of one approach than the other
2. Negotiators must be versatile in their comfort with, and use of, both major strategic approaches
3. Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are.
   (Lewiciki et al., 2021)

Question 8

Differences Amongst Negotiators

Answer 8

1. Differences in interests. Different items in a negotiation differ in their value to each party, hence they have different interests.
2. Differences in judgments about the future. Differing evaluations of what something is worth in the future
3. Differences in risk tolerance. People differ in the amount of risk they are comfortable assuming.
4. Differences in time preference. One might want to realize gains now, but the other may be happy to defer them into the future.
   (Lewiciki et al., 2021)

Question 9

Functions and Dysfunctions of Conflict

Answer 9

1. Competitive, win-lose goals
2. Misconception and bias
3. Emotionality.
4. Decreased communication
5. Blurred issues
6. Rigid commitments
7. Magnified differences, minimised similarities.
8. Escalation of the conflict
   (Lewiciki et al., 2021)

Question 10

Factors That Make Conflict Easy or Difficult to Manage

Answer 10

https://imgur.com/a/59jhrGt
(Greenhalgh, 1986)

Question 11

Dual Concerns Model

Answer 11

https://imgur.com/a/M7CZequ
(Pruitt et al., 1994)

1. Contending / Competing / Dominating
   high concern for own outcomes, low for other’s outcomes
2. Yielding / Accommodating / Obliging
   low concern for own outcomes, high for other’s outcomes
3. Inaction / Avoiding
   low concern for own outcomes, low for other’s outcomes
4. Problem-solving / Collaborating / Integrating
   high concern for own outcomes, high for other’s outcomes
5. Compromising
   moderate concern for own outcomes, moderate for other’s outcomes

Question 12

Conflict Style and Situations Where Appropriate and Inappropriate

Answer 12

https://imgur.com/a/CAa5dCm
(M. Afzalur, 1990)

Question 13

Types of Frames

Answer 13

1. Substantive - Parties taking a substantive frame have a ­particular disposition about the key issue or concern in the conflict.
2. Outcome - a party’s predisposition to achieving a specific result or outcome.
3. Aspiration - a predisposition toward satisfying a broader set of interests or needs in negotiation. Parties who have a strong aspiration frame are more likely to be engaged in integrative negotiation than in other types
4. Process - Negotiators who have a strong process frame are less concerned about the specific negotiation issues and more concerned about how the deliberations will proceed, or how the dispute should be managed
5. Loss or Gain - how the parties define the risk or reward associated with particular outcomes.
   (Lewiciki et al., 2021)

Question 14

How Frames Work In Negotiation

Answer 14

1. Negotiators can use more than one frame
2. Mismatches in frames between parties are sources of conflict
3. Parties negotiate differently depending on the frame
4. Specific frames may be likely to be used with certain types of issues
5. Particular types of frames may lead to particular types of agreements
6. Parties are likely to assume a particular frame because of various factors.

Question 15

Cognitive Biases

Answer 15

See Cognitive Biases Deck