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v give and take
v both intangibles and tangibles are
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Nature of Negotiation--Interdependence
v Mutual dependency(goal) and mutual adjustment(process)
third party) v Solutions v Reasonable v BANTA (benchmark) v COMMITMENT (understanding and feasible)
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Distributive Bargaining
v When a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.
alternative
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Myths about negotiators
v Good negotiators are born v Experience is a great teacher v Good negotiators take risks v Good negotiators rely on intuition
attaches to that outcome › will vary inversely with the perceived value the first
party attaches to an outcome
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Tactical tasks
v To assess the other party’s outcome values and the costs of terminating negotiation
and efforts on the process)
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The major sins of negotiation
v Leaving money on the table v Settling for too little v Walking away from the table v Settling for terms that are worse than your
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Pie-slicing strategies
v Know your BATNA v Research the other party’s BATNA v set high aspirations v make the first offer v counteroffer immediately v avoid stating ranges v make bilateral concessions v use an objective-appearing rationale to support
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How to evaluate the negotiation
v Relationship building v Constructive communication v Interest satisfied( including the other party and the
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Commitment
v Establishing a commitment
› public pronouncement › link with an outside ally › increase the prominence of demands › reinforce the threat or promise
v Position Vs Interest: a position is what you say you want or must have. While an interest is why you want what you want.Positional bargaining is usually distributive-----and may be inefficient in the sense that value may be left on the table at the time of settlement because each party did not know what the other really wanted---but it may help one party gain more short-term profit. Interestbased bargaining adds integrative potential.
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Some terms used in N&C
v Reservation point:the point at which the BATNA becomes preferable to starting or continuing a negotiation.
v Target point: your objective v Asking offer and counter offer: the start of the
v influencing the other party’s resistance point
› will vary directly with his estimate of your cost of delay or aborting negotiations
› will vary inversely with his cost of delay or aborting › will vary directly with the value the other party
v Target point and resistance point; asking price and initial offer; alternative outcome
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Two tasks in distributive bargaining
v Discover the other party’s resistance point
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Negotiation
v Negotiation: an interpersonal decisionmaking process by which two or more people agree how to allocate scarce resources.
Manager is negotiator
v Dynamic nature of business v Interdependence v Competition v Information age v Diversity
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Characteristics of negotiation
v to manage the other party’s impression of the negotiator’s outcome values
v to modify the other party’s perception of his own outcome values
v to manipulate the actual costs of delaying or aborting negotiations
v Two or more parties
v conflict of interest between two or more parties
v voluntary process and a strategy pursued by choice
v no fixed or established set of rules or prefer to invent their own
negotiation v Bargaining Range:the distance between the
reservation points of the parties.
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Preparation worksheet for negotiation
v Self-assessment v Assessment of the other party v Assessment of the situation v Details in the handout worksheet
v Actual structure of interdependence Vs. perceived interdependence
v Dilemma in negotiation
› dilemma of honesty › dilemma of trust › Building trust (efforts on the perception of the outcome
terms › to minimize any possible damage to his self-
esteem or to constituent relationships
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Closing the deal
v Provide alternatives v assume the close v split the difference v exploding offers v sweeteners
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Some terms used in N&C
v BATNA: (Best Alternative to a Negotiated Agreement) determines the point at which a negotiator is prepared to walk away from the negotiation table or your fall back position.
your offers v appeal to norms of fairness v PPT文档演模板 do not fall for the “even split” ploy 谈判与冲突管理)
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Commitment
v Abandon a commitment
› to indicate the conditions under which it applied have changed
› to let the matter die silently › to restate the commitment in more general
› plan disruptive acFra Baidu bibliotekion
› alliance with outsiders
› schedule manipulation
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Positions during negotiation
v Opening offer v opening stance v initial concessions v role of concessions v pattern of concession making v final offer
v Why occur
› to create something new that neither party could do on his or her own
› to resolve a problem or dispute between the parties
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