Ana Negotiation w10

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© 2015 by McGraw-Hill Education. This is proprietary material solely or authori!ed instructor use. "otauthori!ed or sale or distribution in any manner. This document may not be copied$ scanned$ duplicated$orwarded$ distributed$ or osted on a website$ in whole or art.

NEGOTIATION 7eLewicki ▪ Saunders

▪ Barry

RM 2053

Negotiation

Techniques

DR HJH AIDA NASIRAH ABDULLAH

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

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WEEK 10

RELATIONSHIPS IN

NEGOTIATION- Issues and BestPractices inNegtiatin

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10-3

NEGOTIATING THRO!GH OTHERS

"ITHIN A RELATIONSHIP

• The %de&uacy o Established 'esearchor (nderstandin) "e)otiation within

'elationships• *orms o 'elationships

• +ey Elements in Mana)in) "e)otiations

within 'elationships


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10-4

A#E$!A%& O' ESTABLISHE#RESEAR%H 'OR !N#ERSTAN#ING

NEGOTIATION "ITHINRELATIONSHIPS,urrent ne)otiation theory is based on

transactional research. nly recently hae

researchers be)un to e/amine ne)otiationsin a relationship conte/t

• "e)otiatin) within relationships taes placeoer time

• "e)otiation is oten not a way to discuss anissue$ but a way to learn more about theother party and increase interdependence

• 'esolution o simple distributie issues has

implications or the uture


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10-5

A#E$!A%& O' ESTABLISHE#RESEAR%H 'OR

!N#ERSTAN#ING NEGOTIATION"ITHIN RELATIONSHIPS• istributie issues within relationshipscan be emotionally hot

• "e)otiatin) within relationships mayneer end 3arties may deer ne)otiations oer tou)hissues in order to start on the ri)ht oot

%ttemptin) to anticipate the uture andne)otiate eerythin) up ront is otenimpossible

4ssues on which parties truly disa)ree may

neer )o away


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A#E$!A%& O' ESTABLISHE#RESEAR%H 'OR !N#ERSTAN#ING

NEGOTIATION "ITHINRELATIONSHIPS• 4n many ne)otiations$ the other person is the ocal problem.

• 4n some ne)otiations$ relationshippreseration is the oerarchin)ne)otiation )oal$ and parties may maeconcessions on substantie issues topresere or enhance the relationship


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'OR(S O' RELATIONSHIPS

*our undamental relationship orms

1. ,ommunal sharin)

2. %uthority ranin)

. E&uality matchin)

6. Maret pricin)


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1. ,ommunal sharin) % relation o unity$ community$ collectie

identity$ and indness$ typically enactedamon) close in 7uch relationships are ound in

*amilies,lubs

*raternal or)ani!ations Ethnic Groups"ei)hborhoods


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2. %uthority ranin) % relationship o asymmetric di8erences$

commonly e/hibited in a hierarchicalorderin) o status and precedence E/amples include

7ubordinates to bosses 7oldiers to their commander

"e)otiators to their constituents


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. E&uality matchin) % one-to-one correspondence

relationship in which people are distinctbut e&ual$ as maniested in balancedreciprocity 9or tit-or-tat reen)e:

E/amples include,olle)e roommates


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6. Maret pricin) ;ased on metrics o aluation by which

people compare di8erent commoditiesand calculate e/chan)e and costseller transactions


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NEGOTIATIONS IN

%O((!NAL RELATIONSHIPS

3arties in a communal sharin)relationship

• %re more cooperatie andempathetic

• ,rat better &uality a)reements• 3erorm better on both decisionmain) and motor tass

• *ocus their attention on the otherparty?s outcomes as well as theirown

• *ocus attention on the norms that


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10-13

NEGOTIATIONS IN

%O((!NAL RELATIONSHIPS

3arties in a communal sharin)relationship 9cont.:

• %re more liely to share inormationwith the other and less liely to usecoercie tactics

• %re more liely to use indirect

communication about con@ict issues$and deelop a uni&ue con@ictstructure

• May be more liely to usecompromise or problem solin)

strate)ies or resolin) con@icts


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10-14

)E& ELE(ENTS IN (ANAGING

NEGOTIATIONS "ITHIN RELATIONSHIPS

• 'eputation

• Trust

• Austice


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• 'eputation 3erceptual and hi)hly subBectie in nature

%n indiidual can hae a number odi8erent$ een con@ictin)$ reputations 7haped by past behaior 4n@uenced by an indiidual?s personalcharacteristics and accomplishments.

eelops oer timeC once deeloped$ ishard to chan)e.

"e)atie reputations are diDcult torepairF


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• Trust %n indiidual?s belie in and willin)ness to

act on the words$ actions and decisions oanotherF Three thin)s that contribute to trust

1.4ndiidual?s chronic disposition toward trust2.7ituation actors

.History o the relationship between the parties


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Two di8erent types o trust• ,alculus-based trust

4ndiidual will do what they say becausethey are rewarded or eepin) their wordor they ear the conse&uences o notdoin) what they say

• 4denti=cation-based trust 4denti=cation with the other?s desires andintentions. Trust e/ists because theparties e8ectiely understand andappreciate each other?s wantsC mutualunderstandin) is deeloped to the point

that each can e8ectiely act or the other.


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Trust 9cont.:• Trust is di8erent rom distrust Trust is considered to be con=dentpositie e/pectations o another?sconduct

istrust is de=ned as con=dent ne)atiee/pectations o another?s conduct > i.e.$

we can con=dently predict that someother people will act to tae adanta)e ous

Trust and distrust can co-e/ist in arelationship


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10-19

A%TIONS TO (ANAGE #I''ERENT

'OR(S O' TR!ST IN NEGOTIATIONS

How to increase calculus-based trust• ,reate and meet the other partys e/pectations•

7tress the bene=ts o creatin) mutual trust• Establish credibilityC mae sure statements are honestand accurate

• +eep promisesC ollow throu)h on commitments• eelop a )ood reputation

How to increase identi=cation-based trust• eelop similar interests• eelop similar )oals and obBecties• %ct and respond lie the other• 7tand or the same principles$ alues and ideals

• %ctiely discuss your commonalities and deelop plansto enhance and stren)then them


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10-20

A%TIONS TO (ANAGE #I''ERENT

'OR(S O' TR!ST IN NEGOTIATIONS

How to mana)e calculus-based distrust• Monitor the other party?s actions• 3repare ormal a)reements• ;uild in plans or inspectin)F and eriyin)

commitments• ;e i)ilant o the other?s actionsC monitor personal

boundaries• (se ormal le)al mechanisms i there are concerns that

the other mi)ht tae adanta)e o you

How to mana)e identi=cation-based distrust• E/pect disa)reements• %ssume that the other party will e/ploit or tae

adanta)e o youC monitor your boundaries re)ularly• eriy inormation$ commitments and promises o the

other party• Minimi!e interdependence and sel-disclosure F


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10-21

RE%ENT RESEAR%H ON

TR!ST AN# NEGOTIATION

7ummary o =ndin)s about therelationships between trust and

ne)otiation behaior• Many people approach a new relationshipwith an unnown other party with remarablyhi)h leels o trust

• Trust tends to cue cooperatie behaior

• 4ndiidual moties also shape trust ande/pectations o the other?s behaior

• Trustors$ and those trusted$ may ocus ondi8erent thin)s as trust is bein) built

• The nature o the ne)otiation tas can shape

how parties Bud)e the trust


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RE%ENT RESEAR%H ON



ne)otiation behaior 9cont.:• Greater e/pectations o trust betweenne)otiators leads to )reater inormationsharin)

• Greater inormation sharin) enhancese8ectieness in achiein) a )ood ne)otiationoutcome

• istributie processes lead ne)otiators to seethe ne)otiation dialo)ue$ and critical eents in

the dialo)ue$ as lar)ely about the nature o thene otiation tas.


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10-23

RE%ENT RESEAR%H ON



ne)otiation behaior 9cont.:• Trust increases the lielihood that ne)otiationwill proceed on a aorable course oer the lieo a ne)otiation

• *ace-to-ace ne)otiation encoura)es )reatertrust deelopment than ne)otiation online

• "e)otiators who are representin) other?sinterests$ rather than their own interests$ tendto behae in a less trustin) way


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10-24

)E& ELE(ENTS IN (ANAGINGNEGOTIATIONS "ITHINRELATIONSHIPS

• Austice,an tae seeral orms

istributie Bustice The distribution o outcomes

3rocedural Bustice The process o determinin) outcomes

4nteractional Bustice How parties treat each other in one-to-onerelationships

7ystemic Bustice How or)ani!ations appear to treat )roups o

indiiduals


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10-25

REPAIRING A RELATIONSHIP

• ia)nostic steps in be)innin) to wor onimproin) a relationship

Ihat mi)ht be causin) any presentmisunderstandin)$ and what can 4 do tounderstand it betterJ

Ihat mi)ht be causin) a lac o trust$ and

what can 4 do to be)in to repair trust thatmi)ht hae been broenJ


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• ia)nostic steps 9cont.:Ihat mi)ht be causin) one or both o us to

eel coerced$ and what can 4 do to put theocus on persuasion rather than coercionJ

Ihat mi)ht be causin) one or both o us toeel disrespected$ and what can 4 do to

demonstrate acceptance and respectJ


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• ia)nostic steps 9cont.:Ihat mi)ht be causin) one or both o us to

)et upset$ and what can 4 do to balanceemotion and reasonJ


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TEN BEST PRA%TI%ES 'ORNEGOTIATORS

1. ;e preparedK (nderstand and articulate your )oalsand interests

K 7et hi)h but achieable aspirations or

ne)otiation

2. ia)nose the undamental structure othe ne)otiation

K Mae conscious decisions about thenature o the

ne)otiation is it a distributie orinte)ratie

ne)otiation or blend o the two

K ,hoose strate)ies and tactics20-28


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. 4dentiy and wor the ;%T"%K ;e i)ilant about the ;%T"%

K ;e aware o the other ne)otiator?s ;%T"%

6. ;e willin) to wal away

K 7tron) ne)otiators are willin) to wal awaywhen no

a)reement is better than a poora)reement

K Hae a clear walaway point in mindwhere you will

halt the ne)otiation

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5. Master the ey parado/es o ne)otiationK ,laimin) alue ersus creatin) alue

K 7ticin) by your principles ersus bein)resilient to

the @ow

K 7ticin) with the strate)y ersusopportunistic pursuit

o new options

K *acin) the dilemma o honesty honest andopen

ersus closed and opa&ue

K *acin) the dilemma o trust trust ersus

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L. 'emember the intan)iblesK 7ee what is not thereF

K %s &uestions

K Tae an obserer or listener with you to the

ne)otiation

. %ctiely mana)e coalitions

K ,oalitions a)ainst you

K ,oalitions that support youK (nde=ned coalitions that may materiali!e

or or a)ainst you

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N. 7aor and protect your reputationK 7tart ne)otiation with a positie reputation

K 7hape your reputation by actin) in aconsistent and

air manner

O. 'emember that rationality and airnessare relatie

K Puestion your perceptions o airness and)round

them in clear principles

K *ind e/ternal benchmars o air outcomes

K En)a)e in dialo)ue to reach consensus on20-32


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© 2015 by McGraw-Hill Education. This is proprietary material solely or authori!ed instructor use. "oth i d l di ib i i Thi d b i d d d li d 10 33


10.,ontinue to learn rom your e/perienceK 3ractice the art and science o ne)otiation

K %naly!e each ne)otiation• 3lan a personal re@ection time ater each

ne)otiation• 3eriodically tae a lesson rom a trainer or a

coach

• +eep a personal diary on stren)ths andweanesses and deelop a plan to wor on

weanesses

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Ana Negotiation w10

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