negotiations chapter 20 – Flashcards
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Using integrative tactics in a distributive situation may lead to optimal outcomes. A) True B) False
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F
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On the other hand, negotiators who do not believe anything that the other party tells them will have a very difficult time reaching an agreement. A) True B) False
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T
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Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behavior. A) True B) False
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F
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Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes. A) True B) False
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T
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For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly. A) True B) False
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T
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At the top of the best practice list for every negotiator is A) managing coalitions. B) diagnosing the structure of the negotiation. C) remembering the intangibles. D) preparation. E) protecting your reputation.
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D
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The goal of most negotiations is achieving which of the following? A) A final settlement B) A valued outcome C) An agreement per se D) A value claiming goal E) A value creating goal
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B
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Excellent negotiators understand that negotiation embodies a set of A) values. B) alternatives. C) paradoxes. D) BATNAs. E) principles.
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C
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Research suggests that too much knowledge about the other party's needs can lead to a A) quick and positive outcome. B) dilemma of honesty. C) negative effect on your reputation. D) groundwork for agreement. E) suboptimal negotiation outcome.
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E
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Getting the other party to reveal why he or she is sticking so strongly to a given point is an example of which of the following practices? A) Remember the intangibles B) Actively manage coalitions C) Savor and protect your reputation D) Remember that rationality and fairness is relative E) Master the key paradoxes
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A
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Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behavior.
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F
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The best negotiators do not take time to analyze each negotiation after it has concluded.
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F
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Negotiation is fundamentally a skill involving analysis and _____________ that everyone can learn. A) preparation B) cooperation C) communication D) process E) innovatio
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C
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At the top of the best practice list for every negotiator is A) managing coalitions. B) diagnosing the structure of the negotiation. C) remembering the intangibles. D) preparation. E) protecting your reputation.
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D
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Understand and articulate your goals and interests — Set high but achievable aspirations for negotiation
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BE Preparation
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Be vigilant about the BATNA — Be aware of the other negotiator's BATNA Strong negotiators are willing to walk away when no agreement is better than a poor agreement — Have a clear walkaway point in mind where you will halt the negotiation
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Be Willing to walk away Identify the BATNAs -
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"See what is not there" — Ask questions — Take an observer or listener with you to the negotiation
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Remember intangibles
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Make conscious decisions about the nature of the negotiation: is it a distributive or integrative negotiation or blend of the two — Choose strategies and tactics accordingly
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Diagnose the structure
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Start negotiation with a positive reputation — Shape your reputation by acting in a consistent and fair manner
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Savor and protect your reputation
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— Practice the art and science of negotiation — Analyze each negotiation Plan a personal reflection time after each negotiation Periodically take a less from a trainer or a coach Keep a personal diary on strengths and weaknesses and develop a plan to work on weaknesses
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Continual learning
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— Question your perceptions of fairness and ground them in clear principles — Find external benchmarks of fair outcomes — Engage in dialogue to reach consensus on fairness
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Relativity in rationale, fairness
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Coalitions against you — Coalitions that support you — Undefined coalitions that may materialize for or against you
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Actively managing coalitions
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Claiming value versus creating value — Sticking by your principles versus being resilient to the flow — Sticking with the strategy versus opportunistic pursuit of new options — Facing the dilemma of honesty: honest and open versus closed and opaque — Facing the dilemma of trust: trust versus distrust -Claiming Value vs Creating Value
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Mastering (or understanding) the paradoxes
