Communication In Negotiation

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Communication In Negotiation

• Negotiation IS A Communication Process

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Whats Communicated?

• Offers and counteroffers (positions)
• Interests (needs and desires)
• BATNA and other alternatives
• Social accounts -- explanations, attributions,
  or causal accounts that well share publicly
• Mitigating circumstances
• Exonerating circumstances
• Reframing explanations
• Information can be a weakness in some (rare)
  cases, but generally more information is
  advantageous

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Different Problems in Different Stages of
Negotiation

• Beginning Perceptual errors, attribution
  biases, framing
• Middle Offering sequences and issue
  development, evolution of framework and detail,
  use of questions
• End Decision making, avoiding traps, achieving
  closure
• Note Different problems tend to occur in
  particular stages, but not always

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Beginning Stage Problems

• Delineation and diagnosis of issues, agendas,
  and bargaining range
• Social exchange to develop relationship
• Role of perception
• Sense-making involves numerous stimuli
• Selective perception is essential perceptual
  organization (or cognitive schemes) are used to
  determine responses (Remember the k question? --
  question illustrates how we classify info.)

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Negotiation Process and Perceptual Distortions

• Nature of negotiation process affects perceptions
• Collaboration Increases sensitivity to
  commonalities and similarities
• Competition Minimizes similarities and
  increases sensitivity to differences
• Perceptual distortions
• Stereotyping -- assigning many attributes based
  on one
• Halo effects (or pitchfork effects)
• Projection -- assuming they see things as we do
• Selective perception (or perceptual defense) --
  screening out unwelcome or nonconfirming info

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Framing How We See Issues Or Events

• Cognitive heuristics (rules of thumb)
• Frame categories -- recall main types
  Substantive, Loss/gain, Characterization (of
  others behaviors and outcomes), Process,
  Aspiration (needs and interests), Outcome
  (preferred solutions), Evidentiary
• Categories of experience
• Multiple types commonly apply at once
• Reframing, helping to reframe, and establishing
  common frame(s) may be necessary

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Cognitive Biases in Negotiation(Sometimes Called
Negotiation Traps)

• Irrational escalation of commitment
• Mythical fixed pie beliefs
• Anchoring and adjustment
• Framing
• Availability of information

• The winners curse
• Overconfidence
• The law of small numbers
• Biased causal accounts or erroneous attributions
• Ignoring others cognitions
• Reactive devaluation

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Attribution (Causal Account) Biases/Errors

• Systematic tendencies to make unwarranted
  inferences, assignment of causes
• Examples
• False consensus
• Base-rate fallacy
• Self-serving bias -- Youre lucky, Im good

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Summary of Perceptual Errors

• Frequently at the heart of breakdowns
• Probably most problematic in established
  relations with historical baggage
• Example Union and management will have to work
  hard to establish a cooperative relation after a
  bitter conflict

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Middle Stage ProblemsFour Key Elements

• Offer sequences
• Framework evolution and detail
• Language
• Listening and questioning

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Offers and Frameworks

• Offer sequences involve three assumptions
• Dynamism -- things will change
• Interaction -- parties other factors will
  affect interaction
• Issue development -- issues will change via
  argument, logic, interaction
• Framework detail -- evolving a general formula
• Diagnosis of the problem, and ID need for change
• Develop formula for perceiving, criteria for
  resolution
• Operational detail for particulars within basic
  formula

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Listening and Questions

• Are perceptual and communication distortions the
  biggest causes of breakdowns?
• Using questions (see Table 5.1 for examples)
• Good questions can yield much useful information
• Manageable versus unmanageable questions
• Questions to manage difficult situations or
  stalled negotiations (see Table 5.2 for
  examples) e.g., Why is this issue important to
  you? or Why is that option not acceptable?
• Control through questions, not by talking

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How Negotiators Communicate How May Be As
Important As What Is Said

• Language at two levels -- meaning of the message
  from both
• Logical (the what or content)
• Pragmatic (style, semantics, and syntax -- the
  how)
• Example on linguistic dimensions of threats
• Polarized language (we good, you bad)
• Verbal immediacy (you must act now)
• Language intensity (e.g., feelings, profanity)
• Lexical diversity (broad rich vocabulary conveys
  competence, comfort)
• High-power language style
• Credible or compelling threats tend to use
  Negative polarization of opponent and their
  position, high immediacy, high intensity, high
  lexical diversity, and a high-power style
• Jargon, idioms, colloquialisms, sports metaphors
  are problematic
• An obvious problem across cultures (more later)
• Maybe a greater problem between sexes, an
  everyday pervasive problem

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Active Listening

• Active listening is distinct from passive or
  acknowledgement listening its more active
  (duh!)
• Elements of active listening (aka reflective
  responding)
• Emphasis on listening, not talking
• Respond to personal r.t. abstract points,
  including feelings and beliefs
• Follow rather than lead, exploring their frame of
  reference, at least until we understand their
  position
• Clarify their message rather than cross-examine
  or assert our own view about what they should
  think or feel
• Respond to the feelings in their communication
• Note Listening doesnt always mean agreement

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Role Reversal

• In some ways, a more extreme step than active
  listening going beyond understanding how they
  see it and trying to see it their way, even
  arguing from their perspective
• Key question What would make me happy if I were
  them?
• Research findings
• Produces cognitive and attitudinal change
• Works best with fundamental compatibility
  (win-win potential)
• It can work, but not necessarily more effective
  than other techniques

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The End Stage

• Avoiding mistakes
• Achieving satisfactory closure in a constructive
  manner

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Avoiding Mistakes

• Four key stages of decision making
• Framing the issues
• Gathering intelligence
• Coming to conclusions
• Learning from feedback

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Avoiding Mistakes 10 Common Decision Traps

• Plunging in
• Overconfidence in own judgment (underconfidence
  can also be a problem)
• Frame blindness
• Lack of frame control
• Shortsighted shortcuts

• Shooting from the hip
• Group failure
• Fooling yourself about feedback
• Not keeping track
• Failure to audit ones own decision processes

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Achieving Closure

• Recall some specific tactics for DB closure were
  noted earlier (e.g., give em a choice)
• Advice from sales negotiation field
• Know when to shut up
• Beware of garbage and the garbage truck
• Watch out for last minute hitches involving
  constituents and be prepared to handle them
• Nitpicking
• Second-guessing

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Achieving Closure Checklist of Criteria

• Preamble on intent?
• All issues of interest addressed?
• Proposals workable?
• All affected parties consulted?
• Is agreement clear on each point?

• Does the agreement make total sense?
• Is it reasonable and equitable?
• Have you considered barriers to fulfilling the
  agreement?
• Vehicle for managing disagreements?