Chapter 6- Negotiation Models, Strategies, and Tactics – Flashcards

-negotiating table -National Labor Relations Act

-bargain in good faith

-confrontation -conflicting

-adversarial -conflict resolution -compromise

this includes critical issues such as deadlines, outside influences, and general economic conditions

The general procedures and policies that each party agrees to adhere to during negotiations. These are usually agreed to in writing before the negotiations and may include such items as time, date, location

1. the parties' prior relationship 2. economic circumstances of the employer 3. employer's basic attitude toward unionization 4. leadership of the union

1. Conflict 2. Concealment 3. Packaging 4. Throwaway Items 5. Caucusing 6. Flexibility 7. Compromise 8. Saving Face

conceal goals to enhance opportunities for best possible settlement

putting items together, thus decreasing the number of unresolved issues

openly discuss the merits of the proposal or willingness to accept it, or they can formulate a counterproposal

proposals should be studied and responded to by acceptance or counteroffer

at the end of labor-management negotiations typically involves the union negotiator claiming victory while management remains silent

Best Alternative To a Negotiated Agreement- "walk away value"

Worst Alternative To a Negotiated Agreement- Realistic assessment of not reaching agreement that determines what a party is willing to agree to in order not to reach an impasse

80% of the deal agreed to in the last 20 % of the time spent in bargaining

Two parties strive to divide a fixed pool of resources, each trying to maximize their share of the distribution.

An opening offer, often a number, and not necessarily a realistic number, that can influence the parties' assessment of the zone of potential agreement in the negotiation.

1. Facts: Statement of what is presented to be a fact: Example: "Our offer is based on this list of other industry contracts settled in this region; the lowest wage increase in the past year was 3.5 percent." 2. Extreme offer: Example: "We believe our officers are special public servants who put their lives on the line every day and thus deserve a 10 percent wage increase this year." 3. Precedent: Example: "In the past 30 years, management has always, every time, agreed to retroactivity as a ground rule; we expect you to honor this practice."

The process of moving toward a middle point between the opening offers (or brackets), which is the logical bargaining process

1. Relational - views or attitudes that regulate behavior and act as an informal control in a negotiation 2. Fairness - a need to maintain an appearance of consistency and fairness in both words and deeds 2a. Equality - 50/50 or split the difference; both sides gain 2b. Equity - organizational rewards/efforts compared to employees rewards/efforts 2c. Need - splits the difference between offers based on proportional needs of the party 2d. Status Quo - keeping all significant issues in their current state 3. Reciprocity - the tendency to respond to the actions of others with equal or similar actions 4. Good-faith bargaining

Presenting an issue to the other side in a negotiation in a way that is convincing and causes the other side to "see" the proposal in a different light.

A negotiation method described as a "win-win" situation, in which resources are viewed as expandable and the parties attempt to both create as much value as possible for both sides and claim as much value as possible for their own interests.

1. To create as much value as possible for both sides 2. To claim as much value as possible for their own interests

1. Emphasize positions versus interests 2. Separate people from issues 3. Focus on objective criteria 4. Develop mutual gains options

STEP 1:Exchange information and identify all of the issues to be negotiated. Active listening STEP 2:Develop a common list of all issues that were discussed by either side during the first step and seek to classify each issue as STEP 3:Reaching final agreement on each of the compatible issues and removing them from further negotiation. STEP 4:Trading, or exchanging issues of approximately equal value; in some cases, several issues may be included in a single exchange. STEP 5:Resolution of any remaining issue(s), which often is accomplished through the distributive bargaining on each separate issue.

1. Neutral third party using mediation or arbitration 2. Job actions such as strikes or lockouts 3. "The crunch" - a deadline that will cause no decision to become final decision