Chapter 8: Interpersonal Negotiation – Flashcards

- Settle a dispute by discussion and mutual agreement - Outcome can be: (1) problem resolution (2) partial resolution (3) impasse - An outcome of negotiation can be an improved relationship as long as the decisions reached are satisfactory - Topic-only negotiations may be short-term, satisfactory solutions for much more complex issues that will arise later - All the layer of conflict issues (TRIP concerns) matter, no matter what the form of conflict resolution is that is used - Overlapping of TRIP concerns - TRIP is always present - personal history plays a role, gender matters, power matters, and the history of the friendship, group, marriage, or work team matters - Negotiation occurs in conflict resolution when the parties recognize their interdependence, are willing to work on both incompatible and overlapping goals, have been able to establish enough power balance so people can "come to the table," and they can talk to each other in a problem-solving way - Can be competitive or integrative - Avoidance ------ ------- Domination - No purpose is served by negotiating with someone who has nothing to offer you - A negotiation is seen as a failure if one party wins and the other loses, a value that may not be shared by North American negotiators - Many cultures see North Americans as rude and aggressive for our insistence on trying to get what we want. Others see North Americans as naive for not bargaining - Each culture designates areas that are off limits to negotiation and areas in which negotiation is acceptable - For some of us negotiation in private relationships is fine, whereas for others of us it is off-limits or very uncomfortable - Negotiation presumes the following: (1) Participants engage in the conflict rather than avoiding (2) Parties resist using domination, or power-over tactics (3) Parties use persuasive communication tactics in a variety of styles (4) Parties have reached an active, problem-solving phase in which specific proposals are traded (H&W 247-252)

- Argumentation is one of the main communication skills needed to communicate - "Reason giving" - make claims and back them up - (1) You can disagree on content and be pleasant and courteous - maintaining the relationship component (2) You can offer forceful opinions about an issue, yet protect the face/identity of the other people involved (3) You can disagree strongly about content, and still follow the communication processes that are likely to preserve the relationship and solve the problem - In an argument: (1) state what you are claiming (2) present evidence for your claim (3) present reasons for your claim (4) summarize to show what you have established - Argumentum ad hominem - argument against the man (H&W 252-254)

- Amateur negotiators often adopt a win/lose view of negotiation (H&W 255)

- Rests on the assumption that what one person wins, the other loses - Competitive negotiators assume that the conflict is win/lose - Basic assumptions are: (1) The negotiating world is controlled be egocentric self-interest (2) The underlying motivation is competitive/antagonistic (3) Limited resources prevail (4) One can make independent choices: tomorrow's decision remains unaffected materially be today's (5) The resource distribution system is distributive in nature (either/or) (6) The goal is to win as much as you can (H&W 255-256)

- The rewards in such a conflict (competitive) are seen as "fixed pie" to be distributed between the parties - Ex: You get to use the car, sister is out of luck - Typically, the distributive bargainer is not concerned about a future relationship with the other party and is trying to maximize gain and minimize loss - The competitive bargainer: (1) Makes high opening demands and concedes slowly (2) Tries to maximize tangible resource gains, within the limits of the current dispute (3) Exaggerates the value of concessions (giving in and moving towards the other's position) that are offered (4) Uses threats, confrontations, argumentation, and forceful speaking (5) Conceals info (6) Manipulates people and the process by distorting intentions, resources, and goals (7) Tries to resist persuasion on issues (8) Is oriented to quantitative and material competitive goals rather than relational goals - Showing weakness works against you (H&W 255-259)

- In competitive, or distributive, negotiations, each party usually has a "resistance point" or a bargaining range, beyond which he/she will not go - Ex: Selling and Buying a house (H&W 256)

- Assumes that the parties have both (1) diverse interests (2) common interests - negotiation can result in both parties gaining something (H&W 260)

- Mixed motives, separate needs, and interdependent needs characterize integrative negotiation - Assumes that creativity can transcend the win/lose aspect of competitive negotiations - Emphasize joint benefits for both parties - Process presumes the following: (1) The negotiating world is controlled by enlightened self-interest (2) Common interests are valued and sought (3) Interdependence is recognized and enhanced (4) Limited resources do exist, but they can usually be expanded through cooperation (5) The resource distribution system is integrative (joint) in nature (6) The goal is a mutually agreeable solution that is fair to all parties and efficient for the community (H&W 260-262)

- In integrative negotiations, the most basic task is to actively attempt to structure an "even playing field," a "level table" or balanced power (H&W 262)

- Negotiators should use narrative, or story questions rather than "yes/no" questions - This shows a level of helpful curiosity so that the other party may be encouraged to ask open-ended questions as well - It is essential to listen and, if possible, reflect back what you are hearing - If a question is set-up for defensive argument, your conflict partner will never again want to answer your questions (H&W 263)

- Encourages new integrative outcomes because most conflicts are based on the perception of scarce resources; expanding the resources alters the structure of the conflict (H&W 264)

- Process in which one of the parties is "paid off" with some creative form of compensation (H&W 265)

- Trade-offs occur when one offers to "trade off" issues that are the top priority for the other - the parties have to find multiple issues in the conflict - then, you arrange agreements so that each of you gets the top-priority item while giving on the low-priority item - Similar to compromising (H&W 265)

- Minimizes the other's cost for going along with you - Ex: You shorten his total vacation time; yet make it possible for the two of you to vacation together at the resort you want to visit (H&W 266)

- Invents new options to meet the other side's needs - The collaborator moves from "fighting" to "conferring", assuming that working with the other will bring joint benefits (H&W 266-267)

Seven elements: (1) Attend to the relationship - build a good relationship, working together side by side. Separate people from the problem. The problem is what the negotiation partners work to resolve. (2) Attend to all elements of communication - work to build positive, two way communication, and avoid telling others what to do. (3) Focus on interests, not positions - positions comes from interests - when people discuss their actual interests in a transparent way, they are much more likely to come to a mutual agreement - You remain form about your goals but flexible regarding how to accomplish them = Firm Flexibility (4) Generate many options - each possible option should include the genuine interests of the other (5) Find legitimate criteria - give your attention to how the result will be judged - one can develop objective criteria by using fair procedures (balancing power in the process) and by seeking fair standards (6) Analyze the "best alternative to negotiated agreement" (BATNA) - consider yours/theirs walk away alternative (7) Work with fair and realistic commitments - decide whether what you and the other party are asking is reasonable, doable, face saving, practical, and will enhance the working relationship (H&W 268-271)

- Principles underlying the Principled Negotiation steps (H&W 268)

- Language used when stuck to help a negotiation move toward an integrative outcome - Integrative language strategies are generally not perceived as genuinely collaborative if the intent is still, as in a competitive system, to promote self-interest at the expense of the other (H&W 272-273)

- Many negotiations travel between cooperative and competitive phases of negotiation, often returning to collaborative phases when someone stresses the gains to be had by both sides - Skillful third-party help can often enable the couple to move out of the impasse (H&W 275)