Session 8 persuasion ethics and team building in negotiation bookbooming
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Transcript of Session 8 persuasion ethics and team building in negotiation bookbooming
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Session 8
Persuasion, Ethics & Team Building in Negotiation
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Part 1
Principles of Persuasion
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Social Judgment Theory
• We cannot evaluate messages without reference to existing attitudes.
• The theory explains certain phenomena of persuasive message processing.
• Underlying the theory is the premise that people know their attitudes.
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Latitudes of the Mind• Latitude of Commitment–where firmly
attitudes already exist.• Latitude of Non-commitment–where little or
no prior attitude exists.• Latitude of Acceptance–where persuasive
messages are similar to existing attitudes.• Latitude of Rejection–where persuasive
messages are at odds with existing attitudes.
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• Some portion of the latitude of commitment will constitute the latitude of rejection.
• Some portion of the latitude of commitment may be included within the latitude of acceptance.
• Persuasion is most likely in the latitude of non-commitment.
Latitudes of the Mind
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Cognitive Dissonance
• Psychological tension created by receiving messages inconsistent with prior beliefs and attitudes, or by behavior that is inconsistent with beliefs and attitudes, or by inconsistent behaviors.
• The tension motivates us to achieve consonance.
• An unconscious cognitive phenomenon.
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Reducing Dissonance Unconsciously we:Perceive statements as more similar than they
are.We think others’ attitudes are the same as
ours.We change the relative importance of
attitudes.We forget inconsistent attitudes.We reject inconsistent attitudes as invalid.
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Negativity Bias
Negative information weighs more heavily, is perceived as more valid, and is remembered longer than positive information.
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How to Persuade
• Focus your arguments with ACES.
“A” = Appropriate“C” = Consistent“E” = Effective“S” = Special particular additional reasons
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Crossing the CREEK
• “C” = Common ground• “R” = Reinforcing facts and data• “E” = Emotional connection• “E” = Empathy• “K” = the KEY is credibility
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When Persuasion Is Unlikely• Reframe. Look for more ACES.• Re-load to cross the CREEK–more common ground,
more facts, more emotional connection, more empathy, more credibility.
• Ask the reason for non-acceptance.• Identify the contrary/inconsistent attitude.• Demonstrate consistency–or recognize that
persuasion is not possible at this time with the focus and arguments used.
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Diplomacy
• Assertion and diplomacy are always appropriate in negotiation.
• Diplomacy is the restraint of power.
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Part II
Ethics In Negotiation
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Three Major Views of Ethical Conduct
• The end justifies the means.• Absolute truth versus relative truth.• There is not such thing as the truth.
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Ethical Negotiation: Questionable Strategies
• Lying (and its effects on negotiation issues) on:– Positions– Interests– Priorities and preferences– BATNAs– Reservation prices– Facts
• Other questionable negotiation strategies– Traditional competitive bargaining– Manipulation of an opponent’s network– Reneging on negotiated agreements– Retracting an offer– Nickel-and-diming
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Conditions under which Negotiators Say They Would Engage in Deception (i.e., Lying) in
Negotiations
43%38%
21% 19%15% 15% 13%
9%4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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Review of Categories (Left to Right on X-Axis)
Lie-for-a-lie: When I suspect the other party is deceiving me One shot: In a one-shot situation, with no potential for a long-term
relationship Personal gain: If there was a gain to be had Not getting caught: If I felt I could get away with it Life or death: If the situation was “life or death” Low power: If the other party had more power (i.e., to “level the playing
field”) Protecting reputation: When I would not have to worry about my
reputation Dislike: If I did not like the other person Fixed pie: If the situation was purely distributive
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Psychological Bias and Unethical Behavior
• Human biases that give rise to ethical problems in negotiation– Bounded ethicality – Illusion of superiority– Illusion of control– Overconfidence
• How can negotiators calibrate ethical behavior?– The front page test– Reverse golden rule– Role modeling– Third-party advice
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How People Justify Unethical Tactics
• “It was unavoidable”• “It was harmless”• “It helped avoid negative results”• “It helped accomplish good results”• “The other party deserved it”• “Everybody’s doing it”• “It was fair, under the circumstances”
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Defusing Unethical Behaviors
• Ignore it• Identify it• Warn them• Set ground rules• Tell them the consequences• Act
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Part III
Team Building in Negotiation
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Team Negotiation
• Use teams when the matter is complex and requires varying expertise.
• Go solo when issues are limited and you have all necessary information and expertise.
• Go solo when time is short. Take advantage of behind-the-scenes help, if possible.
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• Teams add complexity but diversity increases team ability.
• Conflict may arise within the team from personality, style, perception, and communication difficulties.
• Choosing complementary personalities and expertise and allow time for team development.
• Constructive conflict is a primary benefit of using teams.
Team Negotiation (continued)
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Maximizing Benefits of Teams
• Establish rules of conduct and roles.• Use of good guy/bad guy with teams.• Plan to negotiate among each other.• Continually diagnose and monitor conflict.• Manage constructive conflict.• Resolve destructive conflict.
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Defining Roles within a Team
Roles ResponsibilitiesLeader •conducting the negotiation
•ruling on matters
Good guy/girl •showing understanding for the opposition
Bad guy/girl •intimidating the opposition •stopping the negotiation
Hardliner •keeping the team focused•emphasising difficulties
Sweeper •bringing all views together•suggesting ways out of a deadlock
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... using seating tactically
Your team
Opposing team
BAD GUY GOOD GUY BOSS
HARD-LINER SWEEPER
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... using seating tactically
BAD GUY
GOOD GUY
BOSS HARD-LINER
SWEEPER
Comp. Hindle, T., 2001, Erfolgreich verhandeln, München, p.28
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