HROB 155 Study Notes

Fisher & Ury, 2011. The Problem . In Getting to Yes. The Penguin Group, New York.
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Any negotiation method may be fairly judged on three criteria.
Principled negotiations: Third alternative to hard and soft bargaining o Hard and soft bargaining.
Principled negotiations: three stages.

Fisher & Ury, 2011. In Conclusion & Question 10: “Can the way I negotiate really make a difference if the other side is more powerful?” And “How do I enhance my negotiating power?”. In
Getting to Yes. The Penguin Group, New York.
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Three things in conclusion.

Question 10: “Can the way I negotiate really make a difference if the other side is more powerful?”
And “How do I enhance my negotiating power?”
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Don’t ask, “Who’s more powerful?”
Sources of negotiating power. o Developing good working relationship between those negotiating. o Effective communication o Change the game (not just by negotiating over rules) but by Reframing. o Understanding interests o Inventing an elegant option o External standards of legitimacy o Developing a good BATNA o Making a carefully crafted commitment

Runde, C. E. and Flanagan, T. A. 2010. Introduction. In Developing your Conflict Competence: A
Handson Guide for Leaders, Managers, Facilitators, and Teams. CA: Jossey‐Bass.
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Defining conflict competence.
Ten principles of Conflict Competence for individuals, teams and organizations.
Individual conflict competence model. o Engage constructively
Team conflict competence model o Creating the right climate o Constructive communication
Organizational conflict competence model

Runde, C. E. and Flanagan, T. A. 2010. Chapter Five: Team Conflict Competence. In Developing your Conflict Competence: A Hands-on Guide for Leaders, Managers, Facilitators, and Teams.
CA: Jossey-Bass.
The right climate
 Attitudes
 Trust and safety o Three types of trust o Rebuilding trust o Applications dealing with building communication trust
 One on one