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CHAPTER SEVEN

Finding and Using

Negotiation Power

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u
Is Power Important to
Negotiators?
Seeking power in negotiation arises from one of
two perceptions:

 e negotiator believes e or se currently
as  tan te oter party
 e negotiator believes e or se needs 
tan te oter party

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A Definition of Power
[ an actor«as power in a given situation
(situational power) to te degree tat e can
satisfy te ! (goals, desires, or wants)
tat e is attempting to fulfill in tat situation´
[ wo perspectives on power:
± Power used to dominate and control te oter±
power over´
± Power used to work togeter wit te oter± power
wit´

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Sources of Power ±
How People Acquire Power
[
nformational sources of power
[ Personal sources of power
[ Power based on position in an organization
[ elationsip based sources of power
[ ontextual sources of power

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Informational Sources of Power

[
nformation is te most common source of
power
± Derived from te negotiator¶s ability to assemble and
organize data to support is or er position, arguments, or
desired outcomes
± A tool to callenge te oter party¶s position or desired
outcomes, or to undermine te effectiveness of te oter¶s
negotiating arguments

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Power Based on Personalit

and Individual Differences
[ Personal orientation
[ ognitive orientation
±
deologies about power
[ otivational orientation
± Specific motives to use power
[ Disposition and skills
± Orientation to cooperation/competition
[ oral orientation
± Pilosopical orientation to power use
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Power Based on
Position in an Organization
wo major sources of power in an organization:
[ egitimate power wic is grounded in te title,
duties, and responsibilities of a job description and
level´ witin an organization ierarcy
[ Power based on te control of resources associated
wit tat position

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Power Based on
Resource Control
[ People wo control resources ave te capacity to
give tem to someone wo will do wat tey want,
and witold tem (or take tem away) from
someone wo doesn¶t do wat tey want

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Power Based on
Resource Control
[ Some of te most important resources:
± oney
± Supplies
± Human capital
± ime
± Equipment
± ritical services
±
nterpersonal support

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Power Based on Relations ips

[ oal interdependence
± How parties view teir goals
[ eferent power
± Based on an appeal to common experiences, common past,
common fate, or membersip in te same groups
[ etworks
± Power is derived from watever flows troug tat
particular location in te structure (usually information and
resources)

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An Organization Hierarc

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An Organizational Network

Star
solated Dyad

atekeeper

iaison

inking Pin
External
solate
Environment
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Power Based on Relations ips

[ ey aspects of networks:
± ie strengt
[ An indication of te strengt or quality of relationsips wit oters
± ie content
[ e resource tat passes along te tie wit te oter person
± etwork structure
[ e overall set of relationsips witin a social system

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Power Based on Relations ips

Aspects of network structure tat determine
power include:
[ entrality
[ riticality and relevance
[ lexibility
[
isibility
[ oalitions

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Contextual Sources of Power

Power is based in te context, situation or
environment in wic negotiations take place
[ BAAs
± An alternative deal tat a negotiator migt pursue if se or e does not
come to agreement wit te current oter party
[ ulture
± Often contains implicit rules´ about use of power
[ Agents, constituencies and external audiences

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Dealing wit Ot ers

u o Have More Power
[ ever do an all or noting deal
[ ake te oter party smaller
[ ake yourself bigger
[ Build momentum troug doing deals in sequence
[ se te power of competition to leverage power
[ onstrain yourself
[ ood information is always a source of power
[ Do wat you can to manage te process

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