Negotiation Chapter 1: The Nature of Negotiation
This chapter talked about the characteristics of negotiation which contains of four key elements for negotiation process; managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Each of these elements is fundamental to help understand the nature of negotiation. Managing interdependence is the way of two parties are dependent but understanding to accomplish their goals by working together on their special challenge. Mutual adjustment introduces the ways parties set goals in a negotiation and adjust to goals stated by the other party to satisfy both. Creating and claiming value are the processes by which both parties handle negotiation opportunities to share and gain resource. Last one is managing conflict, helps negotiators understand functional and dysfunctional conflict which involves some basic strategies to maximize the benefits of conflict and limit its costs
Negotiation Chapter 2: Strategy and Tactics of Distributive Bargaining.
In this chapter teaching the strategies and tactics used in distributive bargaining and training the basic structure of competitive, distributive bargaining situation. Learn starting points and find out target points directly or through inference. The bargaining mix may provide opportunities for bundling issues together, trading off across issues.
Distributive bargaining is a basic conflict situation, parties seek their own advantages sometimes through conceal information attempting to mislead. Negotiation is an attemption to resolve conflict without force. Effective distribution in bargaining is a process that requires careful planning. Finally distributive bargaining skills are important for the value claming stage of any negotiation.
Negotiation Chapter 3: Strategy and tactics of integrative negotiation.
This chapter begin with an overview of the integrative negotiation process. The high level of concern for both sides achieving their own objectives propels a collaborative problem solving approach. We also have a review of strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is the first one which parties are able to define goals that allow both to achieve their objectives. The knowledge from learning techniques and tactics could help us make the process successful.
Negotiation Chapter 4: Strategy and Planning
This chapter we can review the planning of an important critical activity in negotiation. As we noted in the outset, negotiators frequently fail to plan a variety of reason. Effective planning allows negotiators to design roadmap that will guide them to reach the agreement. This map may need to be modified and updated as discussions with the other side proceed. We should be ready to implement the strategy, define and bargain the issues, set target and know how to present to other parties. Also the world around negotiation change, working from the map is more effective than attempting to work without it.
Negotiation Chapter 5: Perception, Cognition and Emotion
This chapter is about perception, cognition and emotion which are the important blocks of negotiation. The perception is sense-making process which people interpret their environment so that they can respond appropriately. The cognition process help negotiators to make decisions about tactics and strategy by using the right information. The first portion of the chapter presents a brief overview of the perceptual and discuss four types of perceptual distortions; stereotyping, halo effects, selective perception and projection. Then discuss about one of the most important recent areas of inquiry in negotiation which are cognitive biases in negotiation which includes many errors for instance, Irrational Escalation of Commitment, Mythical Fixed-Pie Beliefs, Anchoring and Adjustment, Availability of Information, Self-serving Bias. Mood and emotion could effect to negotiation which based on three characteristics: specificity, intensity, and duration. Emotions play as the important roles at stages of negotiation interaction.
Negotiation Chapter 6: Negotiation
We overview how to improve communication in negotiation and special communication. Negotiation is a form of interpersonal communication contains of five categories of communication that occur during negotiations. Also the chapter explains how people communicate in negotiation that shows the use of non-verbal language communication and the selection of a communication channel. We need to come closer to negotiation by avoiding any fatal mistakes. We can use the use of questions, negotiation and role reversal to improve our communications in negotiations as well.
Negotiation Chapter 7: Finding and Using Negotiation Power
The chapter discuss about the nature of power in negotiation. We should know how to use the ability to persuade or lead the others to follow or do the way as we want and change their minds. Negotiators should use the sources of power to achieve it such as
Informational Sources of Power, Power Based on Personality and Individual differences, Power Based on Position in an Organization, and Power based on Relationship.
There are two major ways to think about power, “ power over ” which suggested that power is a fundamental domination and coercive in nature and “ power with ” which suggested that power is a joint share with the other party to collectively develop joint goals and objectives.
Negotiation Chapter 8: Ethics in Negotiation
This chapter talked about the characteristics of negotiation which contains of four key elements for negotiation process; managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Each of these elements is fundamental to help understand the nature of negotiation. Managing interdependence is the way of two parties are dependent but understanding to accomplish their goals by working together on their special challenge. Mutual adjustment introduces the ways parties set goals in a negotiation and adjust to goals stated by the other party to satisfy both. Creating and claiming value are the processes by which both parties handle negotiation opportunities to share and gain resource. Last one is managing conflict, helps negotiators understand functional and dysfunctional conflict which involves some basic strategies to maximize the benefits of conflict and limit its costs
Negotiation Chapter 2: Strategy and Tactics of Distributive Bargaining.
In this chapter teaching the strategies and tactics used in distributive bargaining and training the basic structure of competitive, distributive bargaining situation. Learn starting points and find out target points directly or through inference. The bargaining mix may provide opportunities for bundling issues together, trading off across issues.
Distributive bargaining is a basic conflict situation, parties seek their own advantages sometimes through conceal information attempting to mislead. Negotiation is an attemption to resolve conflict without force. Effective distribution in bargaining is a process that requires careful planning. Finally distributive bargaining skills are important for the value claming stage of any negotiation.
Negotiation Chapter 3: Strategy and tactics of integrative negotiation.
This chapter begin with an overview of the integrative negotiation process. The high level of concern for both sides achieving their own objectives propels a collaborative problem solving approach. We also have a review of strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is the first one which parties are able to define goals that allow both to achieve their objectives. The knowledge from learning techniques and tactics could help us make the process successful.
Negotiation Chapter 4: Strategy and Planning
This chapter we can review the planning of an important critical activity in negotiation. As we noted in the outset, negotiators frequently fail to plan a variety of reason. Effective planning allows negotiators to design roadmap that will guide them to reach the agreement. This map may need to be modified and updated as discussions with the other side proceed. We should be ready to implement the strategy, define and bargain the issues, set target and know how to present to other parties. Also the world around negotiation change, working from the map is more effective than attempting to work without it.
Negotiation Chapter 5: Perception, Cognition and Emotion
This chapter is about perception, cognition and emotion which are the important blocks of negotiation. The perception is sense-making process which people interpret their environment so that they can respond appropriately. The cognition process help negotiators to make decisions about tactics and strategy by using the right information. The first portion of the chapter presents a brief overview of the perceptual and discuss four types of perceptual distortions; stereotyping, halo effects, selective perception and projection. Then discuss about one of the most important recent areas of inquiry in negotiation which are cognitive biases in negotiation which includes many errors for instance, Irrational Escalation of Commitment, Mythical Fixed-Pie Beliefs, Anchoring and Adjustment, Availability of Information, Self-serving Bias. Mood and emotion could effect to negotiation which based on three characteristics: specificity, intensity, and duration. Emotions play as the important roles at stages of negotiation interaction.
Negotiation Chapter 6: Negotiation
We overview how to improve communication in negotiation and special communication. Negotiation is a form of interpersonal communication contains of five categories of communication that occur during negotiations. Also the chapter explains how people communicate in negotiation that shows the use of non-verbal language communication and the selection of a communication channel. We need to come closer to negotiation by avoiding any fatal mistakes. We can use the use of questions, negotiation and role reversal to improve our communications in negotiations as well.
Negotiation Chapter 7: Finding and Using Negotiation Power
The chapter discuss about the nature of power in negotiation. We should know how to use the ability to persuade or lead the others to follow or do the way as we want and change their minds. Negotiators should use the sources of power to achieve it such as
Informational Sources of Power, Power Based on Personality and Individual differences, Power Based on Position in an Organization, and Power based on Relationship.
There are two major ways to think about power, “ power over ” which suggested that power is a fundamental domination and coercive in nature and “ power with ” which suggested that power is a joint share with the other party to collectively develop joint goals and objectives.
Negotiation Chapter 8: Ethics in Negotiation
This chapter is about ethical standard for behavior in negotiation. We approached the study of ethical ambiguous tactics from a decision-making framework. The reason that negotiators should beware about ethics because they often make decision about the strategies that might concern about the ethics and their decisions should be accepted by ethical standards for behavior in negotiation. The chapter showed how ethical questions are inherent in the process of negotiation. We proposed that a negotiators’ decision to use ethical ambiguous tactics typically grows out of desire increase one’s negotiation power by manipulating the landscape of information in the negotiations. We can use four standards of evaluating strategies and tactics in negotiation to help achieve ethics; End-result ethics, Rule ethics, Social-contrast ethics, Personalistic ethics. We also addressed how negotiators can respond to other parties that may use tactics of deception.
Negotiation Chapter 9: Relationship in Negotiation
Relationship is one of the most important things to success in negotiation. this chapter focused on the past and future relationships impact present negotiation. Relationships’ treatment come in two major sections. We first examined how a past, ongoing, or future relationship between negotiators affect negotiation process. The different kinds of relationships and negotiations that are likely to occur were presented in taxonomy.
We evaluate the status of previous negotiation research which was pointed almost exclusively on market exchange relationship and evaluated its status for different types of relationships. There are four key dimensions to reach the relationship; Attraction, Rapport, Bonding, and Breadth. Second, we also consider at three critical elements which should be occurred within relationship to reach effective negotiation; reputation, trust, and justice. These all interact in shaping expectations of the others’ behavior. We see that parties shift focus considerably move away from a sole focus on price and exchange to attend the future of relationship, including the level of trust between parties and questions of fairness to build strong positive reputations. The more higher level of trust you have, the more easier in negotiation you get.
Negotiation Chapter 10: Multiple Parties and Teams
The purpose of this chapter is to describe how negotiation process changes when there are more than two parties. There are two negotiators or teams of negotiators opposing each other in bilateral process. We explored the dynamics to two forms of multiparty negotiations so that they must work together in order to achieve a collective decision or ultimate outcome. Three key stages characterize multiparty negotiation, first is prenegotiation. Prenegotiation stage define group member roles, understanding the costs and consequences of no agreement, and learning the issues and constructing an agenda. Second is an actual stage which has negotiation process and outcome that should be managed by appointing an appropriate chair, using and restructuring the agenda, ensuring a diversity of information and perspectives, ensuring consideration of all the available information, managing conflict effectively, reviewing and managing the decision rules, striving for a first agreement, and managing problem team members. Managing agreement is the last stage, the four keys that need to be occurred during this phase are to select the best solution, develop an action plan, implement the action plan, and evaluate the just-completed process.
Negotiation Chapter 11: International and Cross-Cultural Negotiation
This chapter talked about the aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation.
People today travel more frequently and business is more international in scope than ever before.
For many people and organizations, international negotiation has become the norm rather than exotic activity that only occasionally occurs. In this chapter we discussed some of the factors that make different international negotiation, including both the environmental context (macropolitical factors such as political and legal pluralism, international economics, foreign governments, culture) and the immediate context (microstrategic factors such as relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders).
There are two important ways that culture has been conceptualized; culture as shared value, and culture dialectic. From the research perspective, we examined the effects of culture on negotiation, negotiation process, negotiator cognition, and negotiator ethics. This chapter also discussed different of culturally responsive strategies that negotiators can use as an international negotiator.
Negotiation Chapter 12: Best Practices in Negotiations
Negotiators should be conscious about what they are facing a fundamental distributive negotiation. Negotiation is fundamentally a skill involving analysis and communication that everyone can learn. In this chapter we reflect on negotiation at broad level by providing
10 “best practices” for negotiators who wish to continue to improve their negotiation skills.
1. Be prepared: setting aspirations for negotiation that are high but achievable
2. Diagnose the fundamental structure of the negotiation: a distributive negotiation, an
integrative negotiation, or a blend of the two.
3. Identify and work the BATNA: monitor, remind and suggest other negotiators.
4. Be willing to walk away.
5. Master paradoxes: to achieve a balance between the opposing forces.
6. Remember the intangibles.
7. Actively manage coalitions: coalitions that against, support and loose you.
8. Savor and protect your reputation.
9. Remember that rationality and fairness are relative.
10. Continue to learn from the experience.
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