MAN 6938 Week 3 Dirty Tricks Power, Leverage

1
MAN 6938 Week 3Dirty TricksPower, Leverage
ControlIntegrative NegotiationsCommunication
and NegotiationsGroups vs. Individuals
2
MAN 6938 Week 3 Class
ActivitiesWorkplace Policy Conflict (All
Teams)Catastrophe Mutual Insurance
(Diplomats)General Case Study Company (Skyline
Productions)Communication and NegotiationsGroups
vs. Individuals A Surprise Conflict Situation
3
Dealing with Dirty Tricks

• Ignore
• Discuss
• Respond in kind
• Co-opt

4
Negotiation Pyramid
Pare to optimal
Settlement superior to other feasible
settlements
Mutual Settlement (positive contract zone)
5
Characteristics of Integrative Negotiation

• Free flow of information
• Focus on understanding others needs
• Emphasize commonalities
• Search for solutions that satisfy both sides

6
Separate People from Problem

• Perception
• consider their perception
• fear
• blame
• discuss
• act opposite their expectation
• participation
• face-saving

7
Separate People from Problem

• Communication
• active listening
• speak to be understood
• I statements
• purpose

8
Invent Options for Mutual Gain

• Redefining the problem
• expand the pie
• logroll
• nonspecific compensation
• reduce costs for compliance
• bridge solution

9
Invent Options for Mutual Gain

• Generate alternative for problem as given
• Separate inventing from deciding
• the basics of brainstorming group decision
  making
• different experts
• agreements of different strengths
• change scope of agreement

10
Invent Options for Mutual Gain

• Look for mutual gain
• shared interests
• ask their preferences
• compatible different interests

11
Invent Options for Mutual Gain

• Make their decision easy
• whose shoes
• what decision
• satisfactory agreements

12
Use Objective Criteria

• Developing objective criteria
• Fair standards
• Fair procedures
• Negotiating with objective criteria
• joint search
• never yield to pressure

13
Factors that facilitate Integrative Solutions

• Goals (common, shared, joint)
• Confidence in own problem solving ability
• Belief in validity of others position
• Motivation, commitment to work together
• Trust
• Clear, accurate communication

14
Factors that inhibit Integrative Solutions

• History
• Belief in fixed pie
• Mixed-motive

15
ABCs of Negotiation

• Acquire information
• Build a bigger pie
• Claim your share

16

Power, Leverage, Control Real or
Perceived In the Eyes of the Beholder The
ability to Leverage desired outcomes Sources of
Power Information (Expertise) Personal
(Referent, Reward) Control of Resources Organiza
tional Position (Liaison, Gatekeeper, Linking
Pin) Organizational Power (Legitimate, Reward,
Coercive)
17
Communication in Negotiation

• Identify Goal
• Clarify your ideas before speaking
• Consider context
• Non-verbal cues
• Convey something of value
• Ensure understanding
• Actions

18
Communication
A model of the communication process Source
Encoding Message Decoding Receiver
Medium
Feedback
19
Active Listening

• Be motivated
• Make eye contact
• Show interest
• Avoid distracting actions
• Empathy
• Take in whole picture
• ASK QUESTIONS (Avoid Misunderstanding)

20

• Paraphrase
• Dont Interrupt
• Integrate what is being said
• Dont Over talk (Dont sell when it is Sold)
• Confront your Biases
• Make smooth transition
• Be natural

21
Persuasive Tactics

• Active facilitation
• Passive facilitation
• Active inhibition
• Passive inhibition

22
Persuasion

• Credibility
• competence
• motives
• character
• attractiveness
• Reasoning
• arguments should
• support your position
• be supportable by facts
• be relevant to target
• Emotional Appeal
• affective language (Conger)

23
Persuasive Skills

• Establish credibility
• Use a positive, tactful tone
• Be clear
• Present strong evidence
• Tailor the argument to the audience
• Appeal to targets self-interest
• Use logic
• Use emotional appeals

24
Vivid Language

• Vividness bias
• Tendency to overweight vivid (or prestigious)
  attributes of a decision
• Negotiators often underweight the attributes that
  will have the greatest impact on their personal
  happiness
• Know what you want before the negotiation begins

25
Avoiding the vividness bias

• Recognize the impact of vividness
• Know what you want before the negotiation begins
• For your communications
• Use vividness wisely

26
Verbal Tactics

• Irritatorswords that have negligible value (but
  annoy other) generous offer fair price
  reasonable arrangement
• Counterproposals respond by offering own
  proposal
• Defense/attach spiralheated, value-laden
  accusations, defensive statements.

27

• Behavioral labeling describing what you play to
  say before you say it (Can I ask a question?
  Id like to make a suggestion.
• Active listening demonstrating previous
  statement has been understood
• Questions
• Feelings commentary describes feelings about a
  situation (Im uncertain how to react to what
  youve just said . . .)
• Argument dilution weak arguments dilute strong
  arguments

28
Skilled Negotiators

• Irritators--fewer
• Counterproposals--fewer
• Defense/Attack spirals--fewer
• Behavioral labeling
• Disagreeing--fewer
• All other--more

• Active listening
• Testing for understanding--more
• Summarizing--more
• Questions--more
• Feeling commentary--more
• Argument dilution--less

29
A word about lies

• Unethical
• May be illegal
• Usually a very poor strategy

30
Why do people lie?

• To avoid hurting the other sides feelings
• To save face
• To defend against a deceptive opponent
• To restore equality and justice
• To make a profit or avoid a loss

31
Why do people lie?

• To avoid hurting the other sides feelings (soft
  lie)
• To save face
• To defend against a deceptive opponent
• To restore equality and justice
• To make a profit or avoid a loss

32
5 ways to avoid lying

• Dont succumb to time pressures
• Lack of preparation
• Refuse to answer certain questions
• Adopt the logic of exchange
• Make the lie true
• Consider the future (Relationship Impact?)

33
Providing Feedback

• Focus on specific behavior
• Keep it impersonal
• Keep it goal oriented
• Make it well-timed
• Ensure understanding
• Controllable
• Tailor to target

34
Channels Available

• letter
• e-mail
• telephone
• teleconferencing
• Voicemail, fax
• face-to-face
• The Effect of Technology

35
Communication Media and Negotiation Outcomes

• Face-to-face
• Most frequent outcome is a mutually beneficial
  agreement
• Telephone
• Asymmetric outcome (one party gets more), but
  there is a settlement
• Email
• Most common outcome is impasse
• 50 of email negotiations end in impasse
• 19 of face-to-face end in impasse

36
Differences in e-mail Negotiations

• Share less information (haggling script)
• Info shared more likely to be exaggerated or
  altered
• Lie more readily
• More rigid reciprocity expectations
• More sensitive to not giving more than getting
• Less flexible
• Conflict more likely to escalate
• Ruder (8 times more likely in email than
  face-to-face)

37
Email negotiations work best when

• There is already rapport between the parties
• Spend some time establishing rapport
• Exchange personal information, hobbies, chat
  before becoming task-oriented
• Dont respond defensively to a comment that might
  seem aggressive
• If things are going astrayCALL!!!

38
Successful email negotiators

• Courteous
• Keep messages short
• Stay in contact
• Inform other is away from email for awhile

39
Richness of medium needs to match
characteristics of the message for maximum
effectiveness Highest
Physical presence

(face-to-face) Media
Interactive media Richness
(phone, EM)
Personalized static

media (memos,
letters, tailored

computer reports)
Impersonal static
media (flyers,
bulleting) Lowest
40
Routine Non Routine
Rich
Communication Failure Data glut. Rich
media used for routine message. Excess cues
causes confusion surplus meaning.
Effective Communication Success because rich
media matches non-routine message.
Effective Communication. Lean media
matches routine message.
Communication. Failure. Data starvation.
Lean media. Rich message. Too few cues to
capture message complexity.
Lean
Note Effective Negotiators are more media
sensitive Must choose media that has the
capacity to engage both sender receiver in
mutual understanding of message.
41
Negotiating with Groups v. Individuals

• Individuals perceive groups are
• More competitive
• Less cooperative
• Less trustworthy
• Individuals
• Question groups honesty more than individuals
• Expect groups to be more dishonest
• Misrepresent information more to groups

42
Group Impressions

• More prone to primacy bias
• More unfavorable and undesirable attributes
• Behavior directed toward groups more competitive
• Expect groups to be more
• Competitive
• Unfriendly
• Deceitful
• Aggressive