Negotiation 10 – Flashcards
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An outcome of informational complexity is that:
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It increases the likelihood that negotiators will use decision-making shortcuts.
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Negotiator orientation towards cooperation and competitiveness is a component of:
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Social complexity.
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Agreeing how to handle the larger volume of information, clarifying how information will be communicated and who will be assuming which role, and whether the negotiation will be conducted integratively or distributively, are all components of:
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Strategic complexity.
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To preserve relationships between principals:
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Executives should ask a representative to negotiate their salary and benefits packages.
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Someone who negotiates for you is called:
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An agent.
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Parties for whom you negotiate are called:
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Constituents.
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The "hat" that negotiators can use to manage information in multiparty negotiations is called:
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The White Hat.
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The "hat" that negotiators can use to explore the benefits, values and advantages in multiparty negotiations is called:
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The Yellow Hat
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In a multiparty negotiation, people who are assigned Black Hat responsibilities:
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Deal with risks, difficulties and problems.
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When two or more people from one party negotiate with two or more people from the other side, it is called:
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Inter-team negotiation.
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In team or group negotiations:
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Six Hats Thinking techniques can help members reach a consensus in defining the situation, goals, etc.
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Integrative agreements are _____________ when teams are involved rather than solo negotiators.
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More likely.
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Teams are typically ________________ at claiming value compared to solo negotiators.
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More adept.
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_____________ usually work better than ______________ when teams are unable to secure unanimity with their principals.
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Surveys / voting.
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When multiparty negotiations become too procedurally complex:
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Negotiate the process.
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Pressures for conformity can either unify negotiators or escalate the conflict.
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true
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Increasing the number of negotiating parties changes the nature of negotiators' interaction and their behavior only marginally.
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false
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Agents may represent the interests of people other than their principals.
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true
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Higher quality outcomes are commonly achieved when multiple issues are raised and negotiated at the same time.
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true
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Representatives can help us achieve better outcomes as long as we choose someone who is similar to us.
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false
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A principal's relationship concerns can conflict or interfere with other important interests, and using a representative in his or her stead can eliminate this problem.
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true
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Implementing Six Hats Thinking when negotiating requires all participants to wear the same color hat at the same time.
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true
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Having an audience during a negotiation does not have any appreciable effect on the negotiators.
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false
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A downside to coalitions is that parties that bring more resources to the coalition may demand a greater share of whatever value is eventually created.
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true
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A coalition should engage in its own internal negotiation before it can negotiate with the larger group.
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true
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In what ways do multiparties make negotiating more complex?
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Multiparty negotiations add informational complexity, social complexity, procedural complexity and strategic complexity to the process, all of which require more preparation than one-on-one negotiations. The entire negotiation also takes more time to complete. Informational complexity is increased because the volume of information that must be processed increases dramatically. Social complexity is increased because the negotiation involves multiple relationships, conversations and motives, all of which must be managed. Procedural complexity is increased because when more parties are added, they must determine who goes first, second, third and so on to communicate these ideas. They must also structure the processes for building rapport and testing assumptions. Strategic complexity is increased because negotiators must attend to the strategies and tactics of each person at the table and decide how to respond.
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What are some concerns to consider when using a representative?
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Representatives may be so committed to reaching an agreement that they forget about its contents. They might withhold information from the principal that, if shared, would impede a deal. If they have too much authority and your risk preferences are not aligned, they may use tactics that you do not like or take chances that you are not comfortable with to achieve a better outcome. They may not try hard enough to understand your interests and preferences. Even if they do understand them, they may attempt to satisfy their own interests rather than yours. They also might stop trying to improve the terms of the agreement once a minimally acceptable outcome has been achieved.
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Describe several steps you can take to help manage multiparty negotiations.
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Identify non-negotiating stakeholders who can make negotiations go awry. Negotiate with your principals to find out what they want and need, and their priorities, before you meet with the other side. When your boss is involved, try to negotiate in a private setting and report back to your boss when you are finished. Know when and how to form a coalition. Spend enough time brainstorming about and debating substantive matters such as issues, interests, priorities and goals. Choose team member roles according to members' strengths. Negotiate the process when multiparty negotiations become too procedurally complex.
