Olivia Wolf COMM425 Midterm Study Guide Why People Negotiate Agree on how to share or divide a limited resource Create something new that neither party could do on his or her own Resolve a problem or dispute between parties What is conflict Interdependence Result of the interaction of independent people who perceive incompatible goals and interference in achieving those goals I need you and you need me in order to achieve what each of us want The more interdependent you are the more you re going to be compelled to negotiate Distributive Negotiation Goals of parties are in conflict they both want the same thing Resources are fixed and limited Maximizing one s own share is each parties goal one set gets more the other side gets less Fixed pie splitting the pie Integrative Negotiation Expanding the pie Creative ways to add gain more Win Win Win Lose Conflict Engagement Strategy Dual Concerns Model Avoidance don t negotiate Competition I gain ignore relationship usually distributive Collaboration I gain you gain enhance relationship usually integrative Accommodation I let you win enhance relationship 6 Principle s of Negotiation Ed Brodow Listen Aim high Do your homework Be patient Get something in return Be willing to walk away Prisoner s Dilemma BATNA Best Alternative To Negotiated Agreement If someone has a bad BATNA they ll probably accept any terms A good BATNA is valuable source of negotiating power ZOPA Zone of Possible Agreement Settlement range aka bargaining range spread between resistance points Area where bargaining takes place Bottom Line point in which you will not go past where you ll walk away Trigger point where you will take your next best alternative instead of this Highest or lowest offer depending on the scenario Preferred price optimal goal Don t set this goal too low or you can experience the winner s curse and Resistance Point negotiation Target accept an offer too low Asking Price Opening Offer Reference point anchor Have to be able to request it with a straight face Acknowledge that the negotiation will require give and take don t set too Base it off of something if this offer dramatically changes it will affect your high or too low credibility Interests Underlying concerns needs desires or fears that motivate negotiators o Substantive Topic key issues in negotiation o Relationship one or both parties value the relationship o Identity leads to one feeling good about themselves competent fair powerful etc o Process the way the dispute is settled Nested Interests Positions What you say you want Pre determined way to resolve a problem conflict May limit creative solutions Stuff you see on the surface Managing Perception Gathering Information Concessions Commitment Be aware of negative aspects of biases Discuss these in a structured manner with the team counterparts Ask good questions How did you arrive at this opening offer Something granted in response to demands something that is conceded Irrational escalation of commitment negotiators maintain commitment to a course of action even when it s irrational once you say yes you cant change your mind Motivation and commitment work together Logrolling Halo Effect Practice of exchanging favors Occurs when an individual generalizes about a variety of attributes based on knowledge of one attribute on an individual Selective Perception Perpetuates stereotypes Perceiver singles out information that supports a prior belief but filters out contrary information ex guys in frats drink all day even though they may be philanthropic as well People assign to others the characteristics or feelings that they possess Projection themselves Frames Subjective way people evaluate and make sense of situations Focus shape and organize the world around us Makes sense of complex realities Define people events or processes Impart meaning and significance Cognitive Bias Irrational escalation of commitment Mythical fix pie beliefs o Negotiations assume that all negotiators involve a fixed pie do not see the potential for everyone getting what they want Fisher and Ury Soft on the people hard on the problem Listening Passive Acknowledgement Active listening Non verbal Communication Don t trust fidgeting excessive smiling overly serious tone lack of emotion averting eyes being too quiet Trust direct speech open gestures behaviors smiling pointing