Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Negotiation is a problem-solving process in which two or more people voluntarily discuss their differences and attempt to reach a joint decision on their common concerns.
NEGOTIATION
Negotiation requires participants to identify issues about which they differ, educate each other about their needs and interests, generate possible settlement options and bargain over the terms of the final agreement.
Christopher W. Moore, PhD
Negotiation is a form of decision making in which two or more parties talk with one another in an effort to resolve their interests. Bargaining the term used to describe competitive win-lose situations such as haggling. Negotiation the term used to refer to win-win situations when parties try to find a mutually acceptable solution to a complex conflict.
THE NATURE OF NEGOTIATION - continued Negotiation is a very complex social process The heart of negotiation is not the giveand-take process used to reach an agreement. Many of the most important factors that shape a negotiation occur before the parties start to negotiate, or shape the context around the negotiation.
1) The PRELIMINARY Stage 2) The OPENING Stage 3) The EXPLORATORY Stage 4) The CLOSING Stage
Negotiation is primarily a two-party or interpersonal processtwo individuals, two groups, two organizations. 2. The parties have a conflict in interest. 3. Negotiation is largely a voluntary activity. 4. Negotiations involve the management of two kinds of entities: the tangibles and intangibles. 5. It is a process of give and take.
1.
Interdependence The parties need each other to achieve their objectives. They must coordinate with each other or choose to work together to achieve a better outcome.
When the goals of two people are interconnected so that only one can achieve the goal, i.e., running a race where there is only one winner. --zero-sum or distributive situation When the goals are linked so that one persons achievement helps others to achieve their goals. non-zero sum or integrative situation.
Interdependence - continued
A BATNA may
Mutual Adjustment
When parties are interdependent, they have to find a way to resolve their differences. Negotiation is a process that transforms over time and mutual adjustment is one of the key causes of changes that occur during negotiation.
Dilemma of honesty how much truth to tell the other party. Dilemma of trust how much to believe what the other party is telling.
2.
1. Two
2. Two Approaches:
Competitive or Distributive Negotiation focuses on claims made by each party for certain preferred outcomes. Principled or Integrative Negotiation focuses on substance and the interests of all parties.
Most negotiations processes are a combination of claiming value and creating value Implications: 1. Recognize situations that require more of one approach than the other. 2. Be versatile in the use of both major strategic approaches. 3. Accurately perceive the nature of the interdependence between parties. Avoid tendency to see problems as more competitive/distributive than they really are.
a. Quality negotiating a wise agreement that is truly satisfactory to all sides. b. Cost negotiating efficiently, using up minimum resources and time. c. Harmony negotiating in a way that fosters, rather than inhibits, interpersonal relationships.
Four rules of principled negotiation: 1. Separate the people from the problem. 2. Focus on interests, not position. 3. Generate many alternatives before deciding what to do. 4. Insist that results are based on some objective standard.
Bargaining Zone
P 400 Mi
P 500 Ur
P 700 Mr
P 1000 Ui
NEGOTIATION PITFALLS Four negotiation pitfalls that can be avoided by proper discipline and personal attention: 1. Falling prey to the myth of the fixed pie. 2. Non-rational escalation of the conflict. 3. Overconfidence and ignoring the other partys needs. 4. Tendency to do too much telling and too little hearing.
MEDIATION In mediation a neutral party tries to help conflicting parties improve communication to resolve their dispute. ARBITRATION In arbitration a neutral third party issues a binding decision to resolve a dispute.
1. Managers, and other negotiators, should maintain high ethical standards when negotiating. 2. Motives for unethical negotiation. Overemphasis of the profit motive. Competitive desire to win a negotiation.
While acceptance of and rationalizations of unethical negotiating behavior can lead to short-run gains---
---long-run losses may also accrue as the other parties lose their trust in the negotiator or seek revenge.