question

Negotiations occur for several reasons

answer

- To agree on how to share or divide a limited resource - To create something new that neither party could do on their own - To resolve a problem or dispute between parties

question

Negotiation

answer

A form of decision making in which two or more parties talk with one another in an effort to resolve their opposing issues

question

Bargaining

answer

Competitive, win-lose situations

question

Do factors affecting negotiation occur before or after the negotiation?

answer

Many occur before the parties start to negotiate

question

Successful negotiations involves the management of what?

answer

Tangibles

question

Successful negotiations involves the resolution of what?

answer

Intangibles

question

Interdependence

answer

Parties are able to meet their own needs, without the help and assistance of others; they can be relatively detached, indifferent, and uninvolved

question

Mutual adjustment

answer

Parties can influence each other's outcomes and decisions

question

Two dilemmas in mutual adjustment

answer

- Dilemma of Honest - Dilemma of Trust

question

Dilemma of Honest

answer

Includes concerns of how much of the truth to tell the other party

question

Dilemma of Trust

answer

Includes concerns of how much should negotiators believe that the other party tells them

question

Differences in Negotiators

answer

- Interests - Judgments about the future - Risk tolerance - Time prefrence

question

Intrapersonal or Intrapsychic conflict

answer

Within an individual, ideas, thoughts, emotions are in conflict with each other

question

Interpersonal conflict

answer

Conflict between individuals

question

Intragroup conflict

answer

Group - we analyze conflict as it affects the ability of the group to make decisions, work productivity, resolve its differences, and continue to achieve its goals effectively

question

Intergroup conflict

answer

Conflict within organizations, ethnic groups, etc.

question

MATRIX (The Dual Concerns Model)

answer

Postulates that people in conflict have two interdependent types of concern: - Concern about their own outcomes - Concern about other's outcomes

question

Contending

answer

Actors pursue their own outcomes strongly and show little concern for whether the other party obtains their desired outcomes

question

Yielding

answer

Actors show little interest or concern in whether they attain their own outcomes

question

Inaction

answer

Actors show little interest in whether they attain their own outcomes, as well as little concern about whether the other party obtains their outcomes

question

Problem solving

answer

Actors show high concern for attaining their own outcomes and high concern for whether the other party attains their outcomes

question

Compromising

answer

Moderate effort to pursue one's own outcomes and a moderate effort to help the other party achieve their outcomes

question

Focus that drives a negotiation strategy

answer

1. Determine one's goals 2. Strategy 3. Planning

question

Goals affect negotiation (4)

answer

1. Wishes are not goals 2. One's goals may be, but are not necessarily, linked to the other party's goals 3. There are boundaries or limits to what "realistic" goals can be. 4. Effective goals must be concrete, specific, and measurable

question

Intangible goals

answer

Enhancing reputation / maintaining reputation

question

Procedural goals

answer

Make sure the seller makes at least two concessions

question

Tactics are different than strategy because they are

answer

Short-term, adaptive moves designed to enact or pursue broad/higher-level strategies to provide stability, continuity, and direction

question

The Planning Process

answer

1. Defining the negotiation goal 2. Defining the major issue related to achieving the goal 3. Assembling the issues, ranking their importance, and defining the bargaining mix 4. Defining the interests 5. Knowing your alternatives (BATNAs) 6. Knowing your limits, including a resistance point 7. Analyzing and understanding the other party's goals, issues, and resistance points 8. Setting one's own targets and opening bids 9. Assessing the social context of negotiation 10. Presenting the issues to the other party: substance and process

question

What are the strongest drivers of claiming value for distributive negotiations?

answer

Single-issue negotiations with the absence of a long-term relationship with the other party

question

What are the strongest drivers of claiming value for integrative negotiations?

answer

Multiple-issue negotiations and the importance of a long-term relationship with the other party

question

Substantive interests

answer

Directly related to the focus issues under negotiation

question

Process-based interests

answer

Related to how the negotiators behave as they negotiate

question

Relationship-based interests

answer

Tied to the current or desired future relationship between the parties

question

Distributive bargaining

answer

(Win-lose) The goals of the party are usually in fundamental and direct conflict with the goals of the other party. BOTH parties want to maximize their share

question

Zone of potential agreement (ZOPA)

answer

The range between resistance points of both parties

question

Positive bargaining range

answer

When the buyer's resistance point is above the sellers resistance point

question

Negative bargaining range

answer

When the seller's resistance point is above the buyer's resistance point

question

The higher the other party's estimate of your cost delay or impasse the _______________ the other party's resistance point will be

answer

Stronger

question

The higher the other party's estimate of his or her own cost of delay of impasse, the ________________ the other party's resistance point will be

answer

Weaker

question

The less the other party values an issue, the _________________ their resistance point will be

answer

Lower

question

The more the other party believes you value an issue, the _________________ their resistance point may be

answer

Lower

question

Four important tactical tasks

answer

1. Assess the other party's target, resistance point, and cost of terminating negotiations 2. Manage the other party's impression of the negotiator's target, resistance point, and cost of terminating negotiations 3. Modify the other party's perception of his or her own target, resistance point, and cost of terminating negotiations 4. Manipulate the actual costs of delaying or terminating negotiations

question

Indirect assessment

answer

Determining what information an individual likely used to set target and resistance points and how he or she interpreted this information

question

Direct assessment

answer

The party revealing the information believes that the proposed agreement is within the settlement range and that the other party will accept the offered information as true rather than see it as a bargaining ploy

question

Calculated incompetence

answer

Constituents do not give the negotiating agent all the necessary information, making it impossible for him/her to leak information. The negotiator is sent with the task of gathering facts and bringing them back to the group.

question

Selective presentation

answer

Negotiators only reveal the facts necessary to support their case. Can also use this to lead the other party to form the desired impression of their resistance point or to create new possibilities for agreement that are more favorable than those that currently exist

question

Emotional reaction

answer

Another form of direct action negotiators can take to provide information about what is important to them (disappointment or enthusiasm usually suggests that an issue is important)

question

Value characteristics

answer

How much the issues and options of different issues are worth to a negotiator

question

Content characteristics

answer

Involve the way negotiation is constructed

question

Who generally makes the first offer?

answer

The negotiator with the better BATNA

question

Logrolling

answer

To encourage further concessions from the other side, negotiators sometimes link their concessions to a prior concession made by the other side

question

Fait accompli

answer

An offer that may have been accepted had it emerged as a result of concession making may be rejected when it is thrown on the table

question

What is the most popular negotiation tactic?

answer

Split the difference

question

Hardball tactic

answer

A negotiator who starts with an exaggerated opening offer and then suggests a split-the-difference close

question

When do hardball tactics work best?

answer

Against poorly prepared negotiators

question

Good cop/bad cop tactic

answer

First interrogator presents a tough opening position, then the other interrogator tries to reach a quick agreement before the bad cop returns and makes things difficult again

question

Lowball/highball theory

answer

The extreme offer will cause the other party to reevaluate his or her opening offer and move closer to or beyond their resistance point

question

Bogey

answer

Pretend that an issue of little or no importance to them is quite important

question

The nibble

answer

Asking for a proportionally small concession

question

Chicken

answer

Negotiators who use this tactic combine a large bluff with a threatened action to force the other party to "chicken out" and give them what they want

question

Intimidation

answer

Attempt to force the other party to agree by means of an emotional ploy, usually anger or fear

question

Snow job

answer

When negotiators overwhelm the other party with so much info that he/she has trouble determining which facts are real or important and which are distractions

question

Even well-intentioned negotiators can make these mistakes

answer

- Failing to negotiate when they should - Negotiating when they should not - Negotiating when they should but choosing an inappropriate strategy

question

Key factors in a successful negotation

answer

- Free flow of information - Attempting to understand the other negotiator's real needs and objectives - Emphasizing commonalities between parties - Searching for solutions that meet the goals and objectives of both parties

question

Key steps in integrative negotiation process

answer

1. Identify and define the problem 2. Surface interests and needs 3. Generate alternative solutions to the problem 4. Evaluate those alternatives and select among them

question

Interests in principal

answer

What is fair, what is right, etc. (Intangible factors)

question

Expand the pie

answer

Add resources so that both sides can achieve their objectives

question

Modifying the resource pie

answer

Environment might not plentiful enough when expanding the pie

question

Find a bridge solution

answer

When the parties are able to invent new options that meet all their respective needs

question

Nonspecific compensation

answer

Party who receives it views it as adequate for agreeing to the other party's preferences although it may be unrelated to the substantive negotiation

question

Cut the costs compliance

answer

One party achieves their objectives and the other's costs are minimized if they agree to go along

question

Superordination

answer

The differences in interest that gave rise to the conflict are suspended or replaced by other interests

question

Common goal

answer

All parties share equally, each benefiting in a way that would not be possible if they did not work together

question

Shared goal

answer

Both parties work toward but that benefits each party different

question

Joint goal

answer

Involves individuals with different personal goals agreeing to combine them in a collective effort

question

Cognition

answer

How negotiators use information to make decisions about tactics and strategy

question

Halo effect

answer

Occur when people generalize about a variety of attributes based on the knowledge of one attribute

question

Selective perception

answer

Occurs when the perceiver singles out certain information that supports or reinforces a prior belief and filters out information that does not conform to that belief

question

Projection

answer

Occurs when people assign to others the characteristics or feelings that they possess themselves

question

Substantive frame

answer

What the conflict is about

question

Outcome frame

answer

A party's predisposition to achieving a specific result or outcome from the negotiation

question

Aspiration frame

answer

A predisposition toward satisfying a broader set of interests or needs in negotiation

question

Process frame

answer

How the parties will go about resolving their dispute

question

Identity frame

answer

How the parties define who they are

question

Characterization frame

answer

How the parties define the other parties

question

Loss-gain frame

answer

How the parties define the risk or reward associated wit particular outcomes

question

Naming

answer

Occurs when parties in a dispute label or identify a problem and characterize what it is about

question

Blaming

answer

This occurs next as the parties try to determine who or what caused the problem

question

Claiming

answer

Occurs when the individual who has the problem decides to confront, file changes, or take some other action against the individual or organization that caused the problem

question

Winner's curse

answer

The tendency to settle quickly on something and then feel discomfort about a negotiation that comes too easily

question

Law of Small Numbers

answer

The tendency of people to draw conclusions from small sample sizes. Negotiators learn from their own experiences.

question

Endowment Effect

answer

The tendency to overvalue something you own or believe you possess

question

5 Categories of Communication

answer

1. Offers, Counteroffers, and Motives 2. Information about Alternatives 3. Information about Outcomes 4. Social Accounts 5. Communication about Process

question

Social accounts

answer

Explanations made to the other party, especially when bad news needs to be justified

question

3 Types of Important Explanations

answer

1. Mitigating circumstances 2. Exonerating circumstances 3. Reframing

question

Mitigating circumstances

answer

Negotiators had no choice in taking the positions they did

question

Exonerating circumstances

answer

Explained from a broader perspective - while current position may look negative, it derives from positive motives

question

Reframing

answer

Outcomes can be explained by changing the context

question

Information-is-weakness effect

answer

Receiving too much information causing a detrimental effect

question

Rapport

answer

A state of mutual positivity and interest that arises through the convergence of nonverbal expressive behavior in an interaction

question

Social bandwidth

answer

The ability of a channel to carry and convey subtle social and relational cues from sender to receiver that go beyond the literal text

question

Techniques for improving communication in negotiation

answer

1. The use of questions 2. Listening 3. Role reversal

question

Key elements of achieving closure

answer

1. Framing 2. Gathering intelligence 3. Coming to conclusions 4. Learning from feedback

question

Distributive justice

answer

Parties may be concerned that one party is receiving more than he or she deserves, that outcomes should be distributed equally, or that outcomes should be distributed based on needs

question

Procedural justice

answer

Parties may be concerned that they were not treated fairly during the negotiation, that they were not given a chance to offer their point of view or side of the story, or that they were not treated with respect

question

Interactional justice

answer

How parties treat each other in one-to-one relationships

question

Systemic justice

answer

How organizations appear to treat groups of individuals and the norms that develop for how they should be treated

question

Expert power

answer

Derived from having unique, in-depth information about a subject

question

Reward power

answer

Derived by being able to reward others for doing what needs to be done

question

Coercive power

answer

Derived by being able to punish others for not doing what needs to be done

question

Legitimate power

answer

Derived from holding an office or formal title in some organization and using the powers that are associated with that office

question

Referent power

answer

Derived from the respect or admiration one commands because of attributes

question

Unitary frame

answer

Characterized by beliefs that society is an integrated whole and that the interests of individuals and society are one ("communal" societies and cultures)

question

Radical frame

answer

Characterized by beliefs that society is in a continual clash of social, political, and class interests, and that power is imbalanced (Marxist)

question

Pluralist frame

answer

Characterized by beliefs that power is distributed relatively equally across various groups, which compete and bargain for a share of the continually evolving balance of power (liberal democracies)

question

Task roles

answer

Move the group along toward a decision or conclusion

question

Relationship roles

answer

Manage and sustain good relationships between group members

question

Self-oriented roles

answer

Serve to bring attention to the group member, often at the expense group effectiveness

question

The Delphi Technique

answer

The moderator structures an initial questionnaire and sends it out to all parties, asking for input

question

Brainstorming

answer

Parties are instructed to define a problem and generate as many solutions as possible

question

Six environmental factors

answer

- Political and legal pluralism - International economics - Foreign governments and bureaucracies - Instability - Ideology - Culture - External stakeholders

question

External stakeholders

answer

The various people and organizations that have an interest or stake in the outcome of the negotiations

question

Immediate context

answer

Factors over which negotiators influence the negotiation

question

End result ethics

answer

Rightness of an action is determined by evaluating the pros and cons of its consequences

question

Duty ethics

answer

Rightness of an action determined by one's obligation to adhere to consistent principles, laws, and social standards that define what is right or wrong and where the line is drawn

question

Social contract ethics

answer

Rightness of an action is determined by the customers and norms of a particular community

question

Personalistic ethics

answer

Rightness of action is based on one's own conscience and moral standards

question

Negotiators usually set clear objectives that can serve as standards for evaluating offers and packages.

answer

F

question

If what we want exceeds what the other party is capable of or willing to give, we must either change our goals or end the negotiation.

answer

T

question

The pursuit of only a singular, substantive goal often tends to support the choice of a competitive strategy.

answer

T

question

If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

answer

F

question

A competitive strategy would be appropriate when the relationship outcome is relatively more important to the strategizer than the substantive outcome.

answer

F

question

Distributive strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.

answer

F

question

The objective of "closing the deal" is to build commitment to the agreement.

answer

T

question

The dominant force for success in negotiation is in the dialogue that takes place prior to the planning.

answer

F

question

A single planning process can be followed for both a distributive and an integrative process.

answer

T

question

All negotiations consist of multiple issues.

answer

F

question

Single-issue negotiations can often be made integrative by working to decrease the number of issues.

answer

F

question

Single-issue negotiations and the absence of a long-term relationship with the other party are the strongest drivers of claiming value strategies.

answer

T

question

Large bargaining mixes allow many possible components and arrangements for settlement.

answer

T

question

It is important to set priorities and possibly assign points for both tangible and intangible issues.

answer

T

question

Interests may be process-based and relationship-based.

answer

T

question

Interests are what a negotiator wants.

answer

F

question

Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility.

answer

T

question

It is not possible to evaluate packages the same way as evaluating individual issues.

answer

F

question

If intangibles are a key point of the bargaining mix, negotiators must know the point at which they are willing to abandon the pursuit of an intangible in favor of substantial gains on tangibles.

answer

T

question

Context issues (e.g., history of the relationship) can affect negotiation.

answer

T

question

Gathering information about the other party is a critical step in preparing for negotiation.

answer

T

question

It is sufficient to learn about the other party's interests and resources.

answer

F

question

In a distributive negotiation, the other party may be less likely to disclose information about their limits and alternatives.

answer

T

question

Drawing up a firm list of issues before the initial negotiation meeting is a valuable process because it forces negotiators to think through their positions and decide on objectives.

answer

T

question

In new bargaining relationships, discussions about procedural issues should occur after the major substantive issues are raised.

answer

F

question

What are the most critical precursors for achieving negotiation objectives? Effective strategizing, planning and preparation

answer

Effective strategizing, planning and preparation

question

Which of the following is not a reason that negotiations fail? Understanding the strengths and weaknesses of their and the other party's positions

answer

Understanding the strengths and weaknesses of their and the other party's positions

question

A negotiator's goals: must be reasonably attainable

answer

must be reasonably attainable

question

The less concrete and measurable goals are: the harder it is to communicate to the other party what we want

answer

the harder it is to communicate to the other party what we want

question

Which is not a difference between strategy and tactics? Goals

answer

Goals

question

A strong interest in achieving only substantive outcomes tends to support which of the following strategies? competitive

answer

competitive

question

A strong interest in achieving only the relationship outcomes suggests one, if any, of the following strategies. Which one? accommodation

answer

accommodation

question

Avoidance could best be used when: the available alternatives are very strong

answer

the available alternatives are very strong

question

Which one of the following is as much a win-lose strategy as competition, although it has a decidedly different image? accommodation

answer

accommodation

question

In an accommodative negotiation, the relationships have: may be either short term or long term

answer

may be either short term or long term

question

Accommodative strategies emphasize: Subordinating one's own goals in favor of those of others.

answer

Subordinating one's own goals in favor of those of others.

question

Getting to know the other party and understanding similarities and differences represents what key step in the negotiation process: relationship building

answer

relationship building

question

The general structure of a phase model of negotiations involves: Three phases: initiation; problem-solving; resolution

answer

Three phases: initiation; problem-solving; resolution

question

Which is not a key step to an ideal negotiation process? All of the above are key steps

answer

All of the above are key steps

question

What is the dominant force for success in negotiation? the planning that takes place prior to the dialogue

answer

the planning that takes place prior to the dialogue

question

Effective planning requires hard work on the following points: All of the above

answer

All of the above

question

Interests can be: all of the above

answer

all of the above

question

Which is not true of limits? They should be ignored in a bidding war

answer

They should be ignored in a bidding war

question

Does any of the following represent the point at which we realistically expect to achieve a settlement? specific target point

answer

specific target point

question

Which represents the best deal we can possibly hope to achieve? asking price

answer

asking price

question

Reactive strategies: can make negotiators feel threatened and defensive

answer

can make negotiators feel threatened and defensive

question

If the other party has a strong and viable alternative, he/she will set and push for high objectives

answer

set and push for high objectives

question

A negotiator should ask which of the following questions when presenting issues to the other party to assemble information. All of the above questions should be asked.

answer

All of the above questions should be asked.

question

Under which of the following questions of protocol would you find a bargaining relationship discussion about procedural issues that should occur before the major substantive ones have been raised? How will we keep track of what is agreed to?

answer

How will we keep track of what is agreed to?

question

What are the most critical precursors for achieving negotiation objectives? Effective strategizing, planning and preparation

answer

Effective strategizing, planning and preparation

question

Which of the following is not a reason that negotiations fail? Understanding the strengths and weaknesses of their and the other party's positions

answer

Understanding the strengths and weaknesses of their and the other party's positions

question

A negotiator's goals: must be reasonably attainable

answer

must be reasonably attainable

question

The less concrete and measurable goals are: the harder it is to communicate to the other party what we want

answer

the harder it is to communicate to the other party what we want

question

Which is not a difference between strategy and tactics? Goals

answer

Goals

question

A strong interest in achieving only substantive outcomes tends to support which of the following strategies? competitive

answer

competitive

question

A strong interest in achieving only the relationship outcomes suggests one, if any, of the following strategies. Which one? accommodation

answer

accommodation

question

Avoidance could best be used when: the available alternatives are very strong

answer

the available alternatives are very strong

question

Which one of the following is as much a win-lose strategy as competition, although it has a decidedly different image? accommodation

answer

accommodation

question

Characteristics of collaborative strategies include: all of the above

answer

all of the above

question

In an accommodative negotiation, the relationships have: may be either short term or long term

answer

may be either short term or long term

question

Accommodative strategies emphasize: Subordinating one's own goals in favor of those of others.

answer

Subordinating one's own goals in favor of those of others.

question

Getting to know the other party and understanding similarities and differences represents what key step in the negotiation process: relationship building

answer

relationship building

question

The general structure of a phase model of negotiations involves: Three phases: initiation; problem-solving; resolution

answer

Three phases: initiation; problem-solving; resolution

question

Which is not a key step to an ideal negotiation process? All of the above are key steps

answer

All of the above are key steps

question

What is the dominant force for success in negotiation? the planning that takes place prior to the dialogue

answer

the planning that takes place prior to the dialogue

question

Effective planning requires hard work on the following points: All of the above

answer

All of the above

question

Interests can be: all of the above

answer

all of the above

question

Which is not true of limits? They should be ignored in a bidding war

answer

They should be ignored in a bidding war

question

Does any of the following represent the point at which we realistically expect to achieve a settlement? specific target point

answer

specific target point

question

Which represents the best deal we can possibly hope to achieve? asking price

answer

asking price

question

Reactive strategies: can make negotiators feel threatened and defensive

answer

can make negotiators feel threatened and defensive

question

If the other party has a strong and viable alternative, he/she will set and push for high objectives

answer

set and push for high objectives

question

A negotiator should ask which of the following questions when presenting issues to the other party to assemble information. All of the above questions should be asked.

answer

All of the above questions should be asked.

question

Under which of the following questions of protocol would you find a bargaining relationship discussion about procedural issues that should occur before the major substantive ones have been raised? How will we keep track of what is agreed to?

answer

How will we keep track of what is agreed to?

Negotiation Ch 4 – Flashcards

Unlock all answers in this set

Haven't found what you were looking for?

Search for samples, answers to your questions and flashcards