Cross Cultural
Chapter 1
NEGOTIATION: THE MIND AND HEART
OVERVIEW
This chapter can either be assigned before students arrive on the first day of class or after the first class meeting. As a general teaching principle, I never assign reading in advance; instead, the reading always follows the exercise. The chapter lends itself well to small discussion groups. For example, during the first day or week of class, students can work in small groups for 10-15 minutes with the objectives of: (1) identifying the key challenges that managers face when they negotiate; and/or (2) identifying factors in the new economy that make negotiation more relevant. I usually like to give very current examples of how negotiation is a core management competency (e.g., examples of interdependence, competition, information age, and globalization). I suggest presenting the six “myths” of negotiation and the key reasons why people are ineffective. It can be very helpful to discuss the key learning objectives as they apply to the course or session. If students are keeping a journal as part of their class, they can be asked to develop their own learning objectives.
Lecture Outline
Negotiation: Definition and scope
1 Negotiation is an interpersonal decision-making process necessary whenever we cannot achieve our objectives single-handedly. Thus, effective negotiation is not just about money—it is equally about relationships and trust.
2 Scope of negotiation ranges from two-party to highly complex multiparty and multinational deals
3 In the business world, people negotiate at multiple levels and contexts: within departmental or business units, between companies, and even across industries
negotiation as a core management competency
1 Five key reasons effective negotiation skills are increasingly important for executives, leaders, and managers in the business world
1 Dynamic nature of business
2 Interdependence
3 Competition
4 Information age
NEGOTIATION: THE MIND AND HEART
OVERVIEW
This chapter can either be assigned before students arrive on the first day of class or after the first class meeting. As a general teaching principle, I never assign reading in advance; instead, the reading always follows the exercise. The chapter lends itself well to small discussion groups. For example, during the first day or week of class, students can work in small groups for 10-15 minutes with the objectives of: (1) identifying the key challenges that managers face when they negotiate; and/or (2) identifying factors in the new economy that make negotiation more relevant. I usually like to give very current examples of how negotiation is a core management competency (e.g., examples of interdependence, competition, information age, and globalization). I suggest presenting the six “myths” of negotiation and the key reasons why people are ineffective. It can be very helpful to discuss the key learning objectives as they apply to the course or session. If students are keeping a journal as part of their class, they can be asked to develop their own learning objectives.
Lecture Outline
Negotiation: Definition and scope
1 Negotiation is an interpersonal decision-making process necessary whenever we cannot achieve our objectives single-handedly. Thus, effective negotiation is not just about money—it is equally about relationships and trust.
2 Scope of negotiation ranges from two-party to highly complex multiparty and multinational deals
3 In the business world, people negotiate at multiple levels and contexts: within departmental or business units, between companies, and even across industries
negotiation as a core management competency
1 Five key reasons effective negotiation skills are increasingly important for executives, leaders, and managers in the business world
1 Dynamic nature of business
2 Interdependence
3 Competition
4 Information age