Essentials of Negotiation - Chapter 1: The Nature of Negotiation
Essentials of Negotiation - Chapter 1: The Nature of Negotiation
Key Words Models
Bargaining Dual Concerns Model
Bargaining Range
BATNA
Claim value
Concession Making
Conflict
Dependent
Dilemma of Honesty
Dilemma of Trust
Distributive Bargaining
Independent
Interdependent
Intergroup Conflict
Integrative negotiation
Intragroup Conflict
Intrapersonal or Intrapsychic Conflict
Interpersonal Conflict
Mutual-Gains / Non Zero-Sum / Integrative Interdependence Affect Outcome (IAO)
Negotiation
Perceptions of Outcome
Perceptions of Process
Zero-Sum / Distributive IAO
Objectives:
1a. Negotiation (def.): a form of decision making in which two or more parties talk with on another in an effort to resolve their opposing interests (p. 3).
Bargaining: describes competitive, win-lose situations
Negotiation: refers to win-win situations
A process that transforms over time due to mutual adjustment
1b. Key elements of a negotiation process: Interdependence, mutual adjustment,
1c. Types of Negotiation:
2. How people use negotiation to manage situations of interdependence.
3. Negotiation within the broader perspective of processes for conflict management.
Occurrence:
1. to agree on how to share or divide a limited resource
2. to create something new that neither party could do on his or her own
3. to resolve a problem or dispute between parties
When to avoid negotiating:
1. risk of losing everything
2. running at capacity (raise prices)
3. don’t care (everything to lose and nothing to gain)
4. no time (risk of settling for less)
5. no trust in counterparts (negotiation is of little or no value)
6. waiting will improve position
7. not prepared
Characteristics of a Negotiation Situation:
1. Two or more parties ( a process between individuals).
2. Conflict of needs and desires
3. Voluntary process
4. Expect
Key Words Models
Bargaining Dual Concerns Model
Bargaining Range
BATNA
Claim value
Concession Making
Conflict
Dependent
Dilemma of Honesty
Dilemma of Trust
Distributive Bargaining
Independent
Interdependent
Intergroup Conflict
Integrative negotiation
Intragroup Conflict
Intrapersonal or Intrapsychic Conflict
Interpersonal Conflict
Mutual-Gains / Non Zero-Sum / Integrative Interdependence Affect Outcome (IAO)
Negotiation
Perceptions of Outcome
Perceptions of Process
Zero-Sum / Distributive IAO
Objectives:
1a. Negotiation (def.): a form of decision making in which two or more parties talk with on another in an effort to resolve their opposing interests (p. 3).
Bargaining: describes competitive, win-lose situations
Negotiation: refers to win-win situations
A process that transforms over time due to mutual adjustment
1b. Key elements of a negotiation process: Interdependence, mutual adjustment,
1c. Types of Negotiation:
2. How people use negotiation to manage situations of interdependence.
3. Negotiation within the broader perspective of processes for conflict management.
Occurrence:
1. to agree on how to share or divide a limited resource
2. to create something new that neither party could do on his or her own
3. to resolve a problem or dispute between parties
When to avoid negotiating:
1. risk of losing everything
2. running at capacity (raise prices)
3. don’t care (everything to lose and nothing to gain)
4. no time (risk of settling for less)
5. no trust in counterparts (negotiation is of little or no value)
6. waiting will improve position
7. not prepared
Characteristics of a Negotiation Situation:
1. Two or more parties ( a process between individuals).
2. Conflict of needs and desires
3. Voluntary process
4. Expect