Negotiation: Chapter 11 – Flashcards

A break that allows the parties to speak privately to make midcourse corrections, discuss different strategies or tactics, or consider offers make.

Monopolizing the conversation by talking longer and louder, effectively blocking others from participating.

The range of behavioral patterns that occur when individuals are working collectively to complete a task or achieve a goal.

Individuals agreeing reluctantly with a group's decision because they are more concerned about maintaining harmony and cohesiveness than critically thinking about problems or alternative approaches.

A negotiation that involves three or more "sides" represented by one or more individuals.

Parties whispering comments related or not to each other during a negotiation.

Parties speaking simultaneously.

A type of multiparty negotiation where each side is represented by at least two individuals who work together as a team to achieve the goals and interests within a negotiation.

• The more people involved, the greater the quantity and variety of perspectives, information shared, and objectives sought and approaches discussed: • Takes significantly more time to reach a negotiated resolution • Conversations are difficult to navigate and manage • Disagreements occur within teams as well as between teams

The steps in preparing for a team negotiation

• Lead negotiator • Time keeper • Scribe (note taker) • Facilitator

• Time allotted • Issues to be discussed • Order of topics

o Who talks first o How to run the meeting o How the group resolves conflict and makes decisions

• Find a common ground on the smaller issues first.

• More time spent exchanging information • Higher joint gains • More ideas generated • Increased likelihood of outcomes accepted and implemented by the team representatives' departments

1. Increased Competition for Usage of Airtime 2. Preparation Challenges 3. Procedural Chaos 4. Development of Trust 5. Formation of Alliances and Coalitions 6. Impact of Cultural Differences 7. Potential for Dysfunctional Group Dynamics

• Establish an agenda • Allow sufficient time to work through it • Establish ground rules for interaction

• Ability and willingness of negotiators to openly discuss goals and interests reduced • Less likely to search for commonality among others' goals and interests • Leads to greater emphasis on claiming value than creating value

Preparation is essential for any negotiation, but even more so for team negotiations

• Goals • BATNAs • Agenda • Role of each member • Responsibilities before, during, and after agreements are made

• Agree upon and use an agenda • Introduce players and clarify roles • Decide on procedural rules (before negotiation begins) • Utilize public note-taking (as well as private notes) • Use active listening and summarize regularly • Consider a facilitator or mediator • Find early agreement on some issues • Use subgroups to secure tentative agreements • As appropriate, use caucuses or time-outs • Confirm agreements, next steps