Negotiation Planning Exercise

1
Negotiation Planning Exercise

• Read ch. 4 of Essentials text
• Read Planning for Negotiations (Exercise 7) in
  Readings text
• Bring to class an actual, personal negotiation
  you will soon face
• Sketch out your thoughts before Tues.
• Bring BOTH textbooks to class Tues.
• Groups meet Tues. report Thurs.

2
Communication Functions

• Revealing information
• Concealing information
• Eliciting information
• Fostering impressions
• self (honest, trustworthy, powerful)
• positions, interests
• opportunities, constraints
• Enabling/undermining relationships

3
Communication Challenges

• Amount of disclosure?
• Truthfulness of information?
• Clarity/fidelity of messages?
• Reputation consequences?
• Prior relationship constraints?
• Future relationship ramifications?

4
Types of Interests

• Substantive
• Process
• Relational
• Principle

5
Core Concerns in Negotiations

• Core concerns are human wants of personal
  significance, usually arising in a relationship
• i.e., appreciation, affiliation, autonomy, status
• Core concerns stimulate emotions
• Managing core concerns deals with
  intangible/relational elements of negotiation
  (the shadow negotiation)
• Core concerns can be used as
• Lens
• Lever
• Fisher Shapiro, 2005, Beyond Reason

6
Core Concern Appreciation (recognition)

• Ignored when thoughts, feelings or actions are
  devalued
• Supported by
• Understanding others point of view
• Finding merit in what people think, feel, do

7
Core Concern Affiliation (connectedness)

• Ignored when
• Treated as an adversary
• Kept at a distance
• Supported when
• Treated as a colleague
• Personal distance is reduced

8
Core Concern Autonomy(freedom from imposition)

• Ignored when freedom to make decisions is
  restricted
• Supported when freedom to decide important
  matters is respected

9
Core Concern Status (standing)

• Ignored when standing is treated as inferior to
  others
• Supported when deserved standing is given full
  recognition
• Social statustreat people with respect and
  courtesy
• Particular statusacknowledge a persons high
  standing wherever deserved

10
Pareto Efficiency
11
Pareto Efficiency (Optimality) Defined

• Circumstance where there would be no agreement
  that would make any party better off without
  decreasing the outcomes to any other party
  (Neale Bazerman, cited in Lewicki et al.)
• A condition such that the wellbeing of one
  party cannot be improved without decreasing the
  wellbeing of another party (Moffat, Economics
  Dictionary)

12
Pareto Efficiency (clarified)

• Point at which mutual gains have been maximized
• i.e., no party can get more value without
  diminishing the other partys value
• i.e., no alternative solution that would further
  benefit all parties
• Note efficient ? equitable

13
Nature of Integrative Negotiation

• Commonalities rather than differences
• Interests rather than positions
• Problem separated from the solution
• Information exchange (precedes solution)
• Firm flexibility
• Invent options for mutual gains

14
Barriers to Integrative Negotiation

• Viewing conflicts as zero-sum
• Competitive relationship history
• Competitive reputation of opponent
• Mixed-motive nature of most negotiation situations

15
Dual Concerns Model