question

Deontological Outlook

answer

my decision/behavior is based on "right is right" no matter what

question

Teleological Outlook

answer

my decision/actions based on consequences of actions, decisions based on outcomes

question

Negotiation

answer

process that helps 2 or more people work together to achieve goals and solve problems. Goal to be reached

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Negotiation happens because

answer

Share or divide a limited resource Create something new that niether party could attain on his or her own Resolve a problem or dispsute between parties

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You can negotiation anything. True or False

answer

True

question

Bargaining and negotiation are the same thing. true or false

answer

false

question

Bargaining

answer

competitive, win-lose situation

question

Negotiation

answer

tryng to get a win win situation and interdependence takes place

question

Characteristics of Negotiation

answer

typically 2 or more conflict present parties think they can get a better deal by accepting what the other side offers Parties accept a give and take process

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Parties should search for an agreement rather than

answer

fighting openly breaking off contract permanetly capitulate take their dispute to a third party

question

Successful negotiation involves

answer

management of tangibles (price or terms of agreement) Resolution of tangibles (the underlying psychological motivations such as winning losing or saving face)

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We need interdependence in negotiation true or false

answer

true. having interlocking goals. Having interdependent goals doesnt mean that everyone wants or needs the same thing.

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What characterizes an interdependent relationship?

answer

A mix of convergent and conflicting goals. Shapes processes and outcomes. depends heavily on alternatives to work together. Desirability to work together is better outcomes

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Zero-sum (or distributive)

answer

one winner

question

Non zero sum (or integrative)

answer

mutual gains situation

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BATNA stands for what

answer

Best Alternatives to a Negotiated Agreement

question

Concession

answer

agrees to make a change in his/her position. Ends up Restricting the range of options. The bargaining range is further constrained.

question

Dilemas in Mutual Adjustment

answer

Dilemma of Honesty- concern about how much of the truth to tell the other party. could potentially lose power you have. Dilemma of Trust- concern about how much should negotiators believe what the other party tells them. Trust but verify

question

Why do people hate to negotiate?

answer

past experiences where they didn't realize they were negotiating until too late or did not properly prepare. The winner loser mentality- zero sum game. Fixed Pie Assumption

question

Conflict

answer

sharp disagreement or opposition, perceived divergence of interest

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Intrapersonal (intrapsychic) conflict

answer

conflict that occurs within an individual

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Interpersonal

answer

conflict between individuals

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Intragroup conflict

answer

conflict in a team/group

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Intergroup conflict

answer

conflict between organizations, ethnic groups, fueding families. MOST COMPLEX

question

Dsyfunctions with conflict

answer

emotions misperceptions and bias competitive decreased communication blurred issues rigid commitments magnified differences, minimized similarities escalation of conflict

question

Functions of Conflict

answer

Make members more aware and able to cope with problems. Promises organizational change and adaptation. Strengthens relationships and heightens morale. Promotes awareness of self and others. Enhances personal development. Can be stimulating and fun.

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Fixed Pie Assumption

answer

belief every negotiation is a win lose transaction. Size of resource is fixed.

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"Skilled negotiators" spends as much as three times as much time as average negotiations and anticipate common ground issues. True or False. and said by whom?

answer

True. Rackham.

question

We should avoid what? (Rackham said skilled negotiators do this)

answer

Irratators. Words or phrases that fail to persuade but success in causing irratation.

question

Skilled negotiators ask how many more questions than average negotiators?

answer

Twice as many. and open ended questions.

question

Do skilled negotiators share their feelings, perceptions, emotions, ect with other side?

answer

Yes. They share internal information

question

5 Traits of Successful Negotiator

answer

Genuine Flexible Ethical Active Listener Curious

question

Win-Lose

answer

an outcome of negotiation where one person gets what they want and the other person recieves nothing or very little

question

Dual Concern Model

answer

a two dimensional model that plots conflict handling styles as a function of level of concern for own outcomes and interests as a function of the concern for the other outcome and interests. Accomodating is appropriate when using dual concern model when concern for other outcomes is high and the concern for our own outcomes is low.

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Avoiding

answer

a conflict handing style where individual is uncomfortable with conflict and avoids confrontation altogether. This style only makes sense if the issue is unimportant to both negotiators. Avoiding conflict rarely makes it go away.

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Competing

answer

a conflict handling style where the negotiator looks out for his or her own interests and care little about the relationship with the other person. Competitors like to win and they do well in one time negotiations but less so when there are multiple issues and the relationship with the other is important.

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Accomodation

answer

a conflict handing style where the individual give in to the other. This is not an effective style in a one time negotiation. however if there is an ongoing relationship between the two negotiators once can and should accomodate the other if the issue is relatively unimportant and the relationship matters a lot.

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Problem Solving/Collaboration

answer

this style works best when negotatiors care a lot about their own interests and they value the relationship with the other negotiator. This strategy works well if there are multiple strategies to be negotiated and negotiators have different preferences/priorities over the issue.

question

Social Motives

answer

reveal ones preferences for distributions of resources between oneself and another person. The three primary social motivations studied are cooperation, competition, and individualism.

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Assumptions

answer

are often made about individuals based on stereotypes or other imperfect imformation. In negotiation it is important to check your assumptions before assuming they are true.

question

Role of Assumptions

answer

Stereotypes- beliefs about a group or culture that are based on generalization knowelge that are assumed to be true about an individual from that group or culture. and self fulfilling prophecy- a situation where you assume something is true or an individual (like they are competitive) and you treate them in a way that is consistent with that assumtoion and by doing so you bring that very behavior you assumed. Treats assumptions like hypothesis to be tested.

question

Competitors

answer

Low concern for other side, high concern for my outcomes. Win lose

question

Avoiders

answer

retreat, low concer for our outcomes, silence, doing nothing

question

Accomodating

answer

low concern for out outcomes, high concern for others

question

Problem Solving

answer

high concern for both sides

question

Compromising

answer

moderate effort for both outcomes

question

Three social motives

answer

competitve, individualist, cooperaitve (pro social)

question

Determinants of Strategy

answer

Goals Resources Relationships Trust Goals ; Strategy ; Planning Can be intangible and procedural

question

Direct efforts

answer

concrete, specific, no limits, not wishes, often like to other parties goals

question

Indirect efforts

answer

forging an ongoing relationship

question

Strategy

answer

overall planto achieve ones goals

question

Tactics

answer

short term adaptive moves designed to enact or pursue broad strategies Subordinate to strategy Driven by strategy

question

What is the action component of strategy

answer

tactics

question

How many of your efforts should be in planning and in negotiation

answer

80% in planning, 20 % in negotiation

question

Where is the barganining range

answer

between opening offer and ensuing counteroffer

question

Bargaining Mix

answer

list of problems

question

Resistance Point

answer

minimum willing to take

question

What is the most critical and important activity in negotiation?

answer

Planning

question

3 three to remember with negotiation

answer

Practice makes permanent Never say yes to first offer Reflection huge part of negotiation

question

Vice Technique

answer

puts pressure on other person, "You'll have to do better than that", Never say yes to first offer (buyers or seller remorse)

question

Distrbutive Bargaining

answer

simple buyer/seller negotiation (ex, flea market)

question

First Assumption(fixed pie or zero sum assumption)

answer

fixed amount of resources to be divided

question

Second Assumption

answer

interests of the parties are diametrically opposed

question

Third Assumption

answer

most likely to occur when negotiators are negotiating over a single issue

question

Fourth Assumption

answer

negotiators may be willing to engage in hardball tactics.

question

Claiming Value

answer

the amount of the resources being negotiated that is claimed by the negotiator. Negotiators who focus on claiming value are looking to claim as much as possible for themselves.

question

Single Issue Negotiators

answer

a negotiation wherethere is one issue being negotiated like the price of a car. Resource being negotiated must be divided or distributed in some way

question

Hard Ball or Contentious tactics

answer

negotiator may use to claim as much value for themsleves as possible. used to undermine, fool, or confuse the other person

question

Highball/Lowball

answer

negotiator makes a first offer that is extremely high or low in hopes of convincing the other negotiator that their own goals are unachievable

question

Flinching

answer

acting with suprise or shock and suprise when recieving the first offer

question

Intimidation

answer

seeks to undermine the other negotiators confidence, often by providing false or debious information

question

Bogey

answer

negotiator pretends somethig or some issue is important to him but it is not. Often employed so that the negotiator can the "concede" on the issue and get something of value in return.

question

Nibble

answer

nibble away an agreement that has already been struck. After selling a big ticket item at a reducted price the other negotiator may then try to get extras, which brings price back up what they would have originally paid

question

Chicken

answer

forces other person to show his or her hand. See who "moves" first (two cars driving fast at each other who will move out the way first) Ex.2 nuclear arms race,

question

Good cop/Bad cop

answer

one take the hardline and put extreme pressue and the other side come sin and makes a concession.

question

Reference Points

answer

serve as benchmarks for a negotiator to assess how well they are doing in a negotiation. Could be goal for negotiation, another the bottom lime or what one can get elsewhere ro what someone else recieved

question

AL (aspiration level)

answer

a high target the negotiator sets for himself

question

Reservation Price

answer

represents your bottom line. Least you are willing to accept as a seller and most you are willing to spend as a buyer. RP should be some level OVER your BATNA. Do not change RP once starting negotiation

question

Objective

answer

all reference points should be based on objective criteria not on BATNA. but what you can get elsewhere.

question

Bargaining zone

answer

between the two initial offers of the buyer and seller. distance between the two negotiators opening offer

question

Zone of Potential

answer

Defined by the reservation zones of the buyer and seller. If the buyers RP is more than the sellers RP there is a positive bargianing zone.

question

When concessions are getting smaller and smaller assume what

answer

The reference point is getting closer and closer

question

Norm of Reciprocity

answer

nearly universal norm which says if you do something nice for me I must do something nice for you.

question

Fairness norm

answer

many norms of fairness. most commonly used are equity equality, and need.

question

Integrative negotiation

answer

a negotiation parties attempt to integrate their interests. to do so parties must be willing to share their interest and be able to prioritize the issues to be negotiated so they can concede on low priority issues in order to cliam more value.

question

Principaled negotiation

answer

a term used by Fisher and Ury in "getting to yes", which advocated deciding issues based on their merits rather than haggling. This type of negotiation is soft on the people and hard on the issues

question

Mutual gains bargaining

answer

another term for integrative negotiation that is often used is collective bargining. This focus os on both parties doing the best they can in negotiation.

question

Integrative negotiation, principaled negotiation, and mutual gains bargaining are all forms of win win negotations. true or false

answer

true

question

Distributive

answer

single issue, one time interaction, positions, do nost share info, hardball, claiming value

question

Integrative

answer

multiple issues, expect multiple interactions, interests, share info about needs and interests,build trust, creating and claiming value

question

Positions

answer

stand taken, like " I must have a salary of 100,000" Positional barging can lead to impasses if a negotiator will not move from his or her position

question

Interests

answer

underlying reasons for the position a negotiator takes.

question

Positons are singular interests are multiple true or false

answer

true

question

Compatible issues

answer

multiple issues and the tendancy to think that both parties want different thingsbut there might be comptabible issues

question

Bundling issues

answer

put like issues togeether and offer as a package. For example, benefits retirement and vacation days together

question

Creating Value

answer

expanding the pie when parties make tradeoffs among issues

question

Multiattribute ultility analysis

answer

a process of weighting issues in a negotiation (weights must add to 1) and then assigning them a numeric vlallue to the options within each issue. this process forces a negotiatior to priotize the issues and allow go quanitify the issues/options and helping see tradeoffs.

question

MESO

answer

Multiple Equivalent Stimultaneous Offer, can bundle some issues and offer two bundles simulataneously that are equal value to him/her. This signals a willlingness to be flexible during negotiation and where tradeoffs can be.

question

How to be a success integrative negotiatior

answer

Know yourself and interests Know other person take on their perspectives gather info ask questions develop reciprocity and share info and interest. find commonalities, free flow of information Think negotiation historically think distributive issues, integrative issues and comparible issues. be patient

question

Why do we not accept the opening offer?

answer

Buyer and sellers remorse You can get more

question

The role of concessions what happens without them

answer

there is either capitulation or deadlock,

question

How to close the deal

answer

provide MESOs, assume the close, split the difference, exploding offer (tight window offer wont be around anymore), deal sweeteners. Exploding offer can be beaten by a conditional offer

question

Responding to Hardball

answer

Ignore them, discuss them, respond in kind, co-opt the other party before they use the tactic, confront them about the tactic they are using.

question

Maximum Plausible Position

answer

Ask for more than you expect

question

Other good strategies

answer

play reluctant buyer or seller. concentrate on issues not personalities, use a vice, Blanket- overwhelm you with information, Puppy Dog Technique- Take it home, pressure to not bring it back Feel felt found- understand how you feel, i felt the same way, until i found out Escalation Reverse Escalation, today is 4,000 tomorrow is 5,000

question

Best time to buy a car

answer

raining on a sunday, last day of the month

question

Goal is a mutual understanding not an agreement true or false

answer

true

question

Reciprocal concessions

answer

if we can do this for you what can you do for us

question

Substantive

answer

relate to key issues ($)

question

Process-

answer

how we settle dispute (fair, process)

question

Relationship

answer

- one or both parties value their relationship

question

Interest

answer

doing what is right fair acceptable

question

Key is to ask WHY. To yourself and other person. Why are we doing this? true or false

answer

true

question

Pyramid Model

answer

Level 1: Agreement: exceeds both parties RP and BATNA Level 2: Superior Agreement: crate additional value for both parties or or one Level 3: Pareto Optimal- max value for both parties

question

Cohen says we are all negotiatiors true or false

answer

true

question

Cohen's Core Points

answer

Negotiating is a game.A game is where you care...but not that much. This attitude is the key to attaining the perspective that enables you to see patterns andinterconnection, to take risks, to convey power, and to be willing to walk away. You want to see negotiations as mind over matter. If you don't mind, it don't matter. Negotiating is interactive.Because negotiating is interactive, you do not have to be trapped by the way the other side frames the issue. If someone says to you "Take it or leave it, do you want A or B?", realize that you can always suggest C, D, E, or J. Expanding the alternatives will help you find a solution which is acceptable to both sides.When interacting with people, if you have respect for the dignity of an individual, if you don't talk down to people, you can make things happen in all of your negotiable relationships. In fact, dumb is sometimes better than smart, inarticulate is sometimes better than articulate. Negotiating is a process.Negotiating is a three-phased, on-going process. It begins before you think it begins and ends after you think it's over.

question

Pre-bargaining Lead Time

answer

he goal of this phase is to get and give as much information as possible while creating a cooperative atmosphere for the actual bargaining.What information do you want to obtain during Phase I?What information do you want to give during Phase I?What can you do to create a cooperative atmosphere for bargaining?

question

The Bargaining Crucible

answer

Phase II consists of explicit consideration of specific proposals. You engage in focused give-and-take leading to convergence or divergence.The most critical aspect of this phase is the deadline. You will find that concessions occur in proximity to the deadline. What can you do to turn the other side's deadline to your advantage?

question

Post Deadline Aftermath

answer

Endings are beginnings. If you are involved in deal that did not close, now is the time to say to the other side "Now that it's over, where did I go wrong? What should I have done to make this deal?" Quite often you will find that the other side, believing that in fact the negotiations are over, will tell you exactly what you need to know in order to revive and close the deal.

question

Artful Negotiating Three Part Framework

answer

Style supersedes substance; how you say something is more importantthan what you say. Start negotiations amicably and move to a competitive stance only if necessary. Use the investment principle to your advantage. The more time the other side invests in negotiating, the more anxious they are to close the deal.

question

Integrative negotiation is best described as a process by which both negotiators are equally satisfied by the outcome of their negotiation and both negotiators claimed equal value in their negotiated agreement. T or F

answer

False

question

Unlike a distributive bargaining situation, in integrative negotiations failing to share information actually disadvantages a negotiator. T or F

answer

True

question

Integrative negotiation is about integrating the interests of both parties involved in the negotiation or dispute. True False

answer

True

question

Integrative negotiation, principled negotiation, and mutual gains bargaining are not all considered forms of win-win negotiations.

answer

False

question

When considering positions and interests, there is only one way to fulfill a position, but there are multiple ways to satisfy the underlying interests.

answer

True

question

When considering tactics, the same ones are used in integrative negotiating and distributive bargaining.

answer

False

question

Creating value is often called "expanding the pie"

answer

True

question

MESO stands for Multiple Equivalent Simultaneous Options.

answer

False

question

A multi-attribute utility analysis is a way for a negotiator to prioritize the issues and allows the negotiator to quantify the issues and option.

answer

True

question

When there are multiple issues in a negotiation it is not a good idea to bundle like issues together.

answer

False

question

The best way to respond to someone who uses the hardball tactic of highball/lowball is to counter with your own your own extreme first offer.

answer

False

question

Distributive bargaining is what most naïve negotiators think of when they think of negotiation.

answer

True

question

Negotiators who focus on claiming value are looking to claim as much as possible for themselves.

answer

True

question

Distributive bargaining is less likely to occur when the resource to be divided is fixed, there is only one issue, the relationship is short, and negotiator's positions are diametrically opposed.

answer

False

question

An aspiration level is the lowest amount you would be willing to take.

answer

False

question

A reservation price can be considered the same thing as an aspiration level.

answer

False

question

ZOPA stands for zone of possible agreement.

answer

True

question

Assumptions about the other party should be tested early in the negotiation process.

answer

True

question

Most people do not have a preferred conflict handling style.

answer

False

question

The two axes of the Dual Concerns Model are assertive and unassertive.

answer

False

question

Avoiding, as a conflict handling style, is never an appropriate strategy.

answer

False

question

Competing makes sense when the situation is viewed as a zero-sum game.

answer

True

question

Over time, experienced negotiators gain a level of comfort with several different styles of negotiating.

answer

True

question

According to the text, the Dual Concerns Model is based on the work of Pruitt.

answer

True

question

Accommodation may be the only effective strategy when you are negotiating over a single issue and the negotiators' positions are diametrically opposed.

answer

False

question

The research on social motives has shown that one's social orientation can affect negotiation strategy and outcomes.

answer

True

question

Because every person brings their own personality or disposition to their negotiation or conflict handling styles, we do not have to learn to deal with those who are different from us.

answer

False

question

As a general rule, and according to the nine-year study of "skilled" negotiators conducted by Rackham, "skilled" negotiators prefer using competitive negotiations strategies compared to the cooperative negotiations strategies favored by less skilled negotiators.

answer

False

question

An important part of planning for a negotiation involves considering the negotiation style that best fits the specific negotiation situation.

answer

True

question

A key finding of the Rackham study about the traits of effective negotiators is that effective negotiators use distributive strategies and hardball tactics or irritators far more often than "average" negotiators.

answer

False

question

People who carry a fixed pie assumption with them into negotiations miss out on opportunities for both negotiators to win.

answer

True

question

Few people say they hate negotiating because of past experiences when they did not properly prepare for a negotiation.

answer

False

question

Some people fail to anticipate that a situation will require negotiation skills until it's too late to change course.

answer

True

question

A fixed pie assumption is when both parties want the same thing and only one can have it.

answer

False

question

Effective negotiators understand that negotiation is a problem-solving activity that requires the active participation of both negotiators in order for a deal to be reached.

answer

True

question

The authors identified an exhaustive list of five traits of effective negotiators.

answer

False

question

It is usually fairly easy, in a negotiation, to identify what you want and what the other person may want.

answer

False

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