Conflict Resolution and Negotiation – Flashcards

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Deontological Outlook
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my decision/behavior is based on "right is right" no matter what
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Teleological Outlook
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my decision/actions based on consequences of actions, decisions based on outcomes
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Negotiation
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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
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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
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True
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Bargaining and negotiation are the same thing. true or false
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false
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Bargaining
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competitive, win-lose situation
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Negotiation
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tryng to get a win win situation and interdependence takes place
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Characteristics of Negotiation
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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
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fighting openly breaking off contract permanetly capitulate take their dispute to a third party
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Successful negotiation involves
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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
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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?
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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)
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one winner
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Non zero sum (or integrative)
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mutual gains situation
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BATNA stands for what
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Best Alternatives to a Negotiated Agreement
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Concession
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agrees to make a change in his/her position. Ends up Restricting the range of options. The bargaining range is further constrained.
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Dilemas in Mutual Adjustment
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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
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Why do people hate to negotiate?
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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
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Conflict
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sharp disagreement or opposition, perceived divergence of interest
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Intrapersonal (intrapsychic) conflict
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conflict that occurs within an individual
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Interpersonal
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conflict between individuals
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Intragroup conflict
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conflict in a team/group
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Intergroup conflict
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conflict between organizations, ethnic groups, fueding families. MOST COMPLEX
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Dsyfunctions with conflict
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emotions misperceptions and bias competitive decreased communication blurred issues rigid commitments magnified differences, minimized similarities escalation of conflict
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Functions of Conflict
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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
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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?
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True. Rackham.
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We should avoid what? (Rackham said skilled negotiators do this)
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Irratators. Words or phrases that fail to persuade but success in causing irratation.
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Skilled negotiators ask how many more questions than average negotiators?
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Twice as many. and open ended questions.
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Do skilled negotiators share their feelings, perceptions, emotions, ect with other side?
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Yes. They share internal information
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5 Traits of Successful Negotiator
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Genuine Flexible Ethical Active Listener Curious
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Win-Lose
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an outcome of negotiation where one person gets what they want and the other person recieves nothing or very little
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Dual Concern Model
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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
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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
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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
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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
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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.
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Social Motives
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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
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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.
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Role of Assumptions
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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.
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Competitors
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Low concern for other side, high concern for my outcomes. Win lose
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Avoiders
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retreat, low concer for our outcomes, silence, doing nothing
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Accomodating
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low concern for out outcomes, high concern for others
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Problem Solving
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high concern for both sides
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Compromising
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moderate effort for both outcomes
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Three social motives
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competitve, individualist, cooperaitve (pro social)
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Determinants of Strategy
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Goals Resources Relationships Trust Goals ; Strategy ; Planning Can be intangible and procedural
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Direct efforts
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concrete, specific, no limits, not wishes, often like to other parties goals
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Indirect efforts
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forging an ongoing relationship
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Strategy
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overall planto achieve ones goals
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Tactics
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short term adaptive moves designed to enact or pursue broad strategies Subordinate to strategy Driven by strategy
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What is the action component of strategy
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tactics
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How many of your efforts should be in planning and in negotiation
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80% in planning, 20 % in negotiation
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Where is the barganining range
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between opening offer and ensuing counteroffer
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Bargaining Mix
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list of problems
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Resistance Point
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minimum willing to take
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What is the most critical and important activity in negotiation?
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Planning
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3 three to remember with negotiation
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Practice makes permanent Never say yes to first offer Reflection huge part of negotiation
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Vice Technique
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puts pressure on other person, "You'll have to do better than that", Never say yes to first offer (buyers or seller remorse)
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Distrbutive Bargaining
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simple buyer/seller negotiation (ex, flea market)
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First Assumption(fixed pie or zero sum assumption)
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fixed amount of resources to be divided
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Second Assumption
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interests of the parties are diametrically opposed
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Third Assumption
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most likely to occur when negotiators are negotiating over a single issue
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Fourth Assumption
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negotiators may be willing to engage in hardball tactics.
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Claiming Value
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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.
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Single Issue Negotiators
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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
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Hard Ball or Contentious tactics
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negotiator may use to claim as much value for themsleves as possible. used to undermine, fool, or confuse the other person
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Highball/Lowball
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negotiator makes a first offer that is extremely high or low in hopes of convincing the other negotiator that their own goals are unachievable
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Flinching
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acting with suprise or shock and suprise when recieving the first offer
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Intimidation
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seeks to undermine the other negotiators confidence, often by providing false or debious information
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Bogey
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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.
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Nibble
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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
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Chicken
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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,
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Good cop/Bad cop
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one take the hardline and put extreme pressue and the other side come sin and makes a concession.
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Reference Points
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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
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AL (aspiration level)
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a high target the negotiator sets for himself
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Reservation Price
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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
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Objective
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all reference points should be based on objective criteria not on BATNA. but what you can get elsewhere.
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Bargaining zone
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between the two initial offers of the buyer and seller. distance between the two negotiators opening offer
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Zone of Potential
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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.
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When concessions are getting smaller and smaller assume what
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The reference point is getting closer and closer
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Norm of Reciprocity
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nearly universal norm which says if you do something nice for me I must do something nice for you.
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Fairness norm
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many norms of fairness. most commonly used are equity equality, and need.
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Integrative negotiation
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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.
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Principaled negotiation
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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
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Mutual gains bargaining
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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.
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Integrative negotiation, principaled negotiation, and mutual gains bargaining are all forms of win win negotations. true or false
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true
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Distributive
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single issue, one time interaction, positions, do nost share info, hardball, claiming value
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Integrative
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multiple issues, expect multiple interactions, interests, share info about needs and interests,build trust, creating and claiming value
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Positions
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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
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Interests
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underlying reasons for the position a negotiator takes.
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Positons are singular interests are multiple true or false
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true
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Compatible issues
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multiple issues and the tendancy to think that both parties want different thingsbut there might be comptabible issues
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Bundling issues
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put like issues togeether and offer as a package. For example, benefits retirement and vacation days together
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Creating Value
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expanding the pie when parties make tradeoffs among issues
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Multiattribute ultility analysis
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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.
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MESO
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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.
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How to be a success integrative negotiatior
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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
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Why do we not accept the opening offer?
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Buyer and sellers remorse You can get more
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The role of concessions what happens without them
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there is either capitulation or deadlock,
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How to close the deal
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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
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Responding to Hardball
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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.
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Maximum Plausible Position
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Ask for more than you expect
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Other good strategies
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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
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Best time to buy a car
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raining on a sunday, last day of the month
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Goal is a mutual understanding not an agreement true or false
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true
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Reciprocal concessions
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if we can do this for you what can you do for us
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Substantive
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relate to key issues ($)
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Process-
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how we settle dispute (fair, process)
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Relationship
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- one or both parties value their relationship
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Interest
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doing what is right fair acceptable
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Key is to ask WHY. To yourself and other person. Why are we doing this? true or false
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true
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Pyramid Model
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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
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Cohen says we are all negotiatiors true or false
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true
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Cohen's Core Points
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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.
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Pre-bargaining Lead Time
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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?
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The Bargaining Crucible
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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?
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Post Deadline Aftermath
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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.
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Artful Negotiating Three Part Framework
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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.
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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
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False
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Unlike a distributive bargaining situation, in integrative negotiations failing to share information actually disadvantages a negotiator. T or F
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True
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Integrative negotiation is about integrating the interests of both parties involved in the negotiation or dispute. True False
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True
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Integrative negotiation, principled negotiation, and mutual gains bargaining are not all considered forms of win-win negotiations.
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False
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When considering positions and interests, there is only one way to fulfill a position, but there are multiple ways to satisfy the underlying interests.
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True
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When considering tactics, the same ones are used in integrative negotiating and distributive bargaining.
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False
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Creating value is often called "expanding the pie"
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True
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MESO stands for Multiple Equivalent Simultaneous Options.
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False
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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.
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True
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When there are multiple issues in a negotiation it is not a good idea to bundle like issues together.
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False
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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.
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False
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Distributive bargaining is what most naïve negotiators think of when they think of negotiation.
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True
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Negotiators who focus on claiming value are looking to claim as much as possible for themselves.
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True
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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.
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False
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An aspiration level is the lowest amount you would be willing to take.
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False
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A reservation price can be considered the same thing as an aspiration level.
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False
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ZOPA stands for zone of possible agreement.
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True
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Assumptions about the other party should be tested early in the negotiation process.
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True
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Most people do not have a preferred conflict handling style.
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False
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The two axes of the Dual Concerns Model are assertive and unassertive.
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False
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Avoiding, as a conflict handling style, is never an appropriate strategy.
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False
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Competing makes sense when the situation is viewed as a zero-sum game.
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True
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Over time, experienced negotiators gain a level of comfort with several different styles of negotiating.
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True
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According to the text, the Dual Concerns Model is based on the work of Pruitt.
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True
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Accommodation may be the only effective strategy when you are negotiating over a single issue and the negotiators' positions are diametrically opposed.
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False
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The research on social motives has shown that one's social orientation can affect negotiation strategy and outcomes.
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True
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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.
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False
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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.
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False
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An important part of planning for a negotiation involves considering the negotiation style that best fits the specific negotiation situation.
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True
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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.
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False
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People who carry a fixed pie assumption with them into negotiations miss out on opportunities for both negotiators to win.
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True
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Few people say they hate negotiating because of past experiences when they did not properly prepare for a negotiation.
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False
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Some people fail to anticipate that a situation will require negotiation skills until it's too late to change course.
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True
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A fixed pie assumption is when both parties want the same thing and only one can have it.
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False
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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.
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True
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The authors identified an exhaustive list of five traits of effective negotiators.
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False
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It is usually fairly easy, in a negotiation, to identify what you want and what the other person may want.
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False
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