Hostage Tactic holding something of value until demands are met If you re in something and you hold out something big you can settle on some little stuff did you get what you want Iceberg Theory Trying to appear as attractive and polished on the surface Don t let anyone know what s going on inside of you Krunch Tactic Informing your opponent that he has to do better than that How much better Limited Authority if the person negotiating has limited authority it can allow then to say no gracefully in hopes of gaining concessions That s the car dealership your dealing with the sales person well I have to go to the sales manager first before I can make this deal they re trying to get you to commit to a certain level Missing Person Maneuver person with final authority disappears just as the parties reach an agreement Nibbling asking for small concessions that are insignificant to the scope of the whole deal Many times these are asked for during the duration of the whole negotiation process That s after the deal is closed that people will try to nibble because people are happy that the deal has closed Piece by Piece Tactic when two people distrust each other they settle on low risk matters leaving tougher issues for later This allows the parties to test their opponent with minimum exposure You settle on the smaller stuff and work your way up to the bigger stuff Power of Legitimacy Credibility given to the price of an item because it is previously stated as the selling price That s why stores put price tags on items so you don t question what the price of it is or if it s negotiable car dealerships have tried this on no haggle pricing Scrambled Eggs Tactic deliberately mixing up information to confuse the opponent this can be used to see how well your opponent handles pressure Shill deceptive practice used to but pressure on the buyer A real estate agent has another person show up to look at the house at the same time they are showing it You will be looking at a house and the realtor will show up with another person I know I m getting a contract this afternoon so if you ant to buy this house you should get a bid in this is to get you to commit Snow Job giving the opponent so much information that they become bogged down This is what lawyers do when they ask for discovery and you have to give them the information but your giving them more info than they need and they have to dig through to find it What if Tactic Using hypothetical situations to try to gain information from your opponent that would not normally be disclosed Well what if threw in this don t get caught in the what if Chapter 10 Multiple Parties and Teams Situation that Involve Multiple Parties Dynamics change when groups teams and task forces have to present individual views and come to a collective agreement about a problem plan or future course of action The first thing you have to do is define roles If you cant come to some kind of agreement your going to have a hard time When you re doing group project some people do more than other people Some people want to be in charge Ex When you have a group project with 2 strong individuals it becomes a distributive situation or winning and getting your way and not what is best for the collective units People act differently when people are watching if I m doing something for myself I m doing something I want to do but if it affects other people it can affect what we do all together The Nature Of Multiparty Negotiations Differences between two party and multiparty negotiations Number of parties Informational and Computational Complexity With more than one person you can get more information brought in also which can be good or bad Social Complexity We have to get along and work inside other people Procedural Complexity How are we going to work from A Z Strategic complexity Its hard to plan especially if people are going to come in with different ideas they want done What is an Effective Group in a Multiparty Negotiation Effective groups and their members 1 Test assumptions and inferences If someone brings up a point you need to be willing to back that up it needs to be credible if you oppose the idea then you need to challenge it 2 Share all relevant information If the bottom line is to get something done and to accomplish it you cant focus on totally on interest if you focus on making everybody happy sometimes you might not get anything done You have to worry about the bottom line 3 Focus on interests not positions 4 Explain reasons behind statements If you re asserting something you want to back that up to make it factual 5 Talk in specific terms and use examples Love examples examples bring things to life 6 Agree on what important words mean 7 Disagree openly with any member of the group If you disagree with someone explain nicely what you disagree and explain why you disagree and explain what you would rather do Ex If I have a group and were negotiating with another group should you disagree openly with a member of your own team Never this is because it weakens your team You have to maintain a common front 8 Make statements then invite questions and comments Dialogue is good throughout either of these processes 9 Design ways to test disagreements and solutions Try to bring facts into play when you have them 10 Discuss undiscussable issues 11 Keep discussions focused 12 Avoid taking cheap shots or distracting the group If you take cheap shots you start alienating people the whole group dynamics break down 13 Expect participation by all members in all phases of the process Professor Garner disagrees with that if you don t have any input why talk to just to talk If your negotiating with another team not everyone needs to necessarily talk Professor Garner thinks you need to define roles the ones that talk should talk and the ones that shouldn t should not talk 14 Exchange relevant information with non group members This is ok 15 Make decisions by consensus In group stuff consensus does not always mean its right What happens if you re the leader of the group and the consensus is something different than what you want and you say no I m not going to do that were going to do it my way People are going to say If your going to make all the decisions you don t need me and they will leave There s no reason to have a group if it s going to be a dictatorship 16 Conduct self critiques Always go back and look if there s anything you should have done better evaluate after Managing Multiparty