Академический Документы
Профессиональный Документы
Культура Документы
Volume Two
2004 by Ira Asherman and Sandy Asherman The materials that appear in this book, other than those quoted from prior sources, may be reproduced for educational/training activities. There is no requirement to obtain special permission for such uses. We do, however, ask that the following statement appear on all reproductions: Reproduced from Twenty-Five Plus Role Plays to Teach Negotiation, by Ira Asherman and Sandy Asherman, Amherst, Mass.: HRD Press, 2004. This permission statement is limited to reproduction of materials for educational or training events. Systematic or large-scale reproduction or distribution, or inclusion of items in publications for sale, may be carried out only with prior written permission from the publisher.
ISBN 0-87425-763-8 Cover design by Eileen Klockars Typeset by Pracharak Technologies (P) Ltd, Madras, India Editorial services by Lisa Wood
Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Section I: Internal Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Chapter 1: Negotiating with Co-WorkersAuditing (5) . . . . . . . . . . . . . . . . . . . . .6 The New Audit System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 The Plant Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Site Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 The Inspection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 The Study Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Chapter 2: Negotiating with Co-WorkersMiscellaneous (4) . . . . . . . . . . . . . . .41 The Subsidiary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 The Reporting System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 The Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 The Fisher Hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Chapter 3: Negotiating with Co-WorkersEngineering (2) . . . . . . . . . . . . . . . .67 Division/Corporate Headquarters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69 Engineering Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Chapter 4: Negotiating with Co-WorkersTeams (6) . . . . . . . . . . . . . . . . . . . . .81 The New Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83 The Co-Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89 The Team Member . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95 The Difficult Member . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101 The Beta Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107 The Difficult Discussion/Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113 Section II: External Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119 Chapter 5: Negotiating with Vendors (10) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120 The Contract Manufacturer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123 Bad News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .129 The Photographer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .135 The Final Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .141 iii
Twenty-Five Plus Role Plays to Teach Negotiation The Market Research Study New Staff . . . . . . . . . . . . . . Clean Data File . . . . . . . . . The Late Reports . . . . . . . . Wrong Work . . . . . . . . . . . . The Telephone Call . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147 .153 .159 .165 .171 .177
Support Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .183 Skill Identification Worksheet . . . . . . . . . . . . . Planning Worksheet Summary . . . . . . . . . . . . . Negotiation Planning Worksheet . . . . . . . . . . . . The Successful Negotiator Observer Worksheet Practice Negotiation Debriefing Worksheet . . . . . . . . . . . . . . . . . . . . . . . .187 . . . . . . . . . . . . . . . . . . . .189 . . . . . . . . . . . . . . . . . . . .191 . . . . . . . . . . . . . . . . . . . .193 . . . . . . . . . . . . . . . . . . . .197
Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .199
iv
Introduction
This is our second book of role plays on the subject of negotiation. As with the initial volume, this book has been designed for the management training and development specialist who needs one or two role plays to use in a negotiation program. Most of the practice negotiations (role plays) in this book were originally designed for use in The Successful Negotiator, a program we have conducted over the past twenty years for a variety of clients. We use role plays in the course to enable the participants to practice what they have learnedhence the term practice negotiation. We will use the terms role play and practice negotiation interchangeably throughout this book. All of the role plays have been used in our programs; you wont be the first to use them. We have worked hard to provide you with practice negotiations in areas not covered in the initial volume. We created two sections in this book: Internal Negotiations and External Negotiations. We placed the role plays in each section under several headings in order to make them easier to identify and find. The role plays in the section on Internal Negotiations are with co-workers in Auditing, Engineering, and Teams. In the External Negotiations section, the role plays are with outside vendors in several fields. All role plays come from a variety of corporate settings, including pharmaceutical, medical equipment, retail, publishing, and chemical. Each negotiation role play comes with a cover sheet containing information about the role play: the time necessary for completion, the objectives, and notes about any special issues the trainer should be aware of. The Time designation reflects only the time needed to conduct the negotiation; it does not cover the time required for planning or debriefing. Feel free to change the time estimation to fit your program and its objectives. The Objectives section details the objectives the negotiation is designed to address. Special issues that might come up during the role play are highlighted in the Trainer Notes section. Most of the practice negotiations are straightforward, although some of them will require special treatment if they are to work properly. For example, several of the role plays are better suited than others for practicing the Issue Identification step in our negotiation process. This information is provided in the Trainers Notes, along with directions that tell you how to frame the role play instructions.
Our Approach
These practice negotiations were designed to teach the SUCCESSFUL NEGOTIATOR approach to negotiation. This approach incorporates four critical concepts: Successful negotiation is NOT an adversarial process, but one that establishes a collaborative framework for creative problem-solving. The needs and interests of BOTH negotiating parties must be addressed if there is to be a long-term solution. Negotiation is an ongoing process. Todays negotiation will affect the long-term relationship between the parties. The negotiating process can be broken down into six distinct steps: 1) Planning 2) Climate Setting 3) Issue Identification 4) Bargaining 5) Settlement 6) Review
These six steps form the major units of the Successful Negotiator program; the practice negotiations in this book are designed to illustrate these important steps. In more detail, these steps are: 1) Planning This step stresses the importance of planning, and discusses in detail the factors to consider when preparing for a negotiation. Climate Setting The first few minutes of the negotiation set the stage for what is to follow. Will the proceedings be formal, collaborative, business-like, or antagonistic? This step places the control over the tone of the meeting in the hands of the negotiator, and discusses the steps to take in establishing an appropriate climate. Issue Identification All too frequently, negotiators move from a few words of greeting at the beginning of the negotiation to hammering out the details of the agreement, without first outlining the issues to be negotiated. This unit teaches participants how to be clear about the objectives as well as the issues being negotiated. Bargaining The major negotiating strategies and tactics are reviewed in this unit. Each strategy is discussed in a format that encourages an open, problem-solving 2
2)
3)
4)
Introduction atmosphere. It is in this section that one can gain a firm understanding of the different rituals involved in each strategy, their implications, and how they can be most effectively used. Settlement After agreement is reached, what then? Many deals fall apart because this last step is not completed. This step summarizes the deal and ensures that both parties meet their obligations. Review This step is designed to aid the negotiator in assessing how well he/she conducted the negotiation and the degree to which he/she practiced the skills of the Successful Negotiator.
5)
6)
Most of the practice negotiations in this book provide practice in Steps Two through Five. However, when you give participants time to plan and debrief, you are, in effect, practicing the entire six-step process. We urge you to give people sufficient time to plan. If the organization has its own planning documents use them. If not, use the ones provided in the Resource Section. You may tailor them to meet your needs. You will notice that some cover sheets direct you to use the role play only for Issue Identification, since theres not enough information to warrant a full negotiation. Because we have found Issue Identification to be the most important and difficult step, we have provided more opportunities to practice it. In addition to the six-step process, successful negotiators make use of several specific behaviors that we refer to as critical behaviors. They are described in the Resource Section of this manual.
Debriefing Methodology
Once the role play is completed, use the following procedure for debriefing; First, have the negotiators debrief with their observers. If you are using groups of four, have one observer for each negotiator, and have them debrief in pairs. Then, have the entire group of four get together to discuss what went well and what went not-so-well, so that they can learn from it. In the large group, ask the observers to represent their group, reporting what went well and what went not-so-well, and what made the difference in the outcome. Go around the entire group again and ask if there is anything they believe should have been done differently. Summarize the debriefing discussion.
Good luck!
SECTION ONE
Internal Negotiations
Negotiating with Co-Workers
Auditing
AUDITING Introduction
Being an auditor is a difficult job. Auditors are frequently looked upon as outsiders who get in the way, rather than as co-workers who play a valuable role in the organization. Many auditors want to be seen as consultantspeople who are there to help. All of the role plays in this unit are designed for corporate auditors, and were written to provide a variety of situations auditors are likely to find themselves in during the course of their work. Before you use these practice situations, we suggest that you hold a discussion about how the auditors believe they are viewed within the company, and how they would like to be viewed. If there is any discrepancy between the two, have the group explore why the discrepancy exists and what steps they can take to close the gap. Sometimes the company or departmental philosophy and approach to auditing is not clear. If this is the case, the discussion should be quite useful. The role plays can be put in context, thus increasing their relevancy. Peter Blocks book Flawless Consulting, available from Jossey-Bass, is a good resource for helping people think about their role as an internal consultant.
Role Play #1
To practice the six-step negotiation process. To practice using a new audit system.
Trainer Notes:
This role play is extremely helpful if you are introducing a new system or teaching others to explore issues of change particularly when a new process is being introduced. Several questions usually arise in this situation: Should we inform people beforehand, or not? What are the implications of each approach? Both issues are worth discussing with the group. Pharmaceutical
Industry:
Twenty-Five Plus Role Plays to Teach Negotiation You are to meet Melody soon, and you intend to find out what is happening. You dont want to have this type of problem on a major study. Even more important, you are not anxious to have your boss discover what happened. If Auditing has changed the rules, you expect that theyll also help to solve the problems. It would be nice if they told you this, so that you can inform the sites. Joan is too good an investigator and too important to the company. You dont want to do anything that will jeopardize your relationship. This misunderstanding needs to be resolved and soon!
12
13
The current audit, conducted at the conclusion of the study, identified the following deficiencies: Protocol changes were made by the investigator without an official amendment procedure. There are inconsistencies in how the drug use was recorded. Almost one-third of the drug supply cannot be accounted for. Dates of assays were inconsistent. If the data is accurate, half the study began on the same day. Source documentation was not available. The audit took four days to complete.
15
Role Play #2
To practice the six-step method of negotiation. To review the issues critical to this type of audit.
Trainer Notes:
This role play raises interesting issues about auditing the performance of relatively new employees and how much time you give them to implement changes. If this is an issue your auditors face, this role play should be helpful. It is also useful in situations where a company merges or buys another firm that does things differently and changes must be made. This role play has the potential of becoming quite problematic; it will depend on how the plant manager reacts and how angry he/she gets. If the manager gets angry, pay particular attention in your discussion to how this behavior was handled. A follow-up discussion on handling difficult situations might also be helpful.
Industry:
Manufacturing
17
Its not likely that the government will pick up on even half of these issues. It was only Matts familiarity with the plant that allowed him to see these things. Moreover, none of the items have any negative impact on product quality. When you left the chemical industry, you thought you left all the government stuff behind. If they would let you run the plant the way you want, the government would take care of 19
Twenty-Five Plus Role Plays to Teach Negotiation itself. The company wouldnt have any problems and the plant would be running correctly and without incident, because everything would be okay. You are also annoyed that this audit was done as a surprise. You dont think that was fair, especially since the findings will be seen by senior management, and will reflect negatively on your performance review. At a minimum, you want a chance to make the appropriate changesor at least have a chance to respond. Matt Starr is coming in now to discuss his findings in detail with you. How can or should you deal with him?
20
The problem is in getting manufacturing to make the necessary changes. While some change has occurred since your initial review, it doesnt appear as if Bill has made much of an effort. If these guys would only listen to you about what the government expects, your life would be much easier and so would theirs. Thats 21
Twenty-Five Plus Role Plays to Teach Negotiation why you were hired. You heard from others that Bill has done a great job improving productivity and quality. Bill was a former plant manager in a chemical company. You know that he had to deal with the government there, so he knows how tough the government can be. You also heard that he is unhappy with the surprise nature of the review, especially since the results are seen by senior management. The surprise nature is a technique that you strongly believe works. Bill is difficult at best, and always looks for every edge. You are meeting with Bill shortly to review your findings and to see that the necessary changes are made.
22
SITE AUDIT
Twenty minutes
Role Play #3
Trainer Notes:
This role play is designed for auditors and clinical research personnel in the pharmaceutical industry. It raises the issue of facts and feelings; auditors frequently want to focus on the facts while the monitor is concerned with his/her feelings and those of the investigator. Pay particular attention to how the auditor dealt with the feelings issue. Did the auditor acknowledge the feelings, or did he/she just go to the facts? You might want to add a section about feelings to your observer sheet to pick up on this. It would also be helpful to precede the role play with a discussion of the importance of feelings and how to address them.
Industry:
Pharmaceutical
23
At the conclusion of the audit, you discussed your findings with the coordinator and let her know about the issues you identified. You attempted to meet with the investigator, but he only made a brief appearance, saying he had another appointment. He said that he would be back shortly, and indicated that if there are any problems, you should wait. Your meeting with the coordinator took approximately thirty minutes. You waited another forty-five minutes for the investigator. When he did not return, you left. You told the coordinator that either the monitor or one of her staff members would get back to them. You called the monitor to schedule a meeting so that you can report your findings. It will be held shortly. 25
He went on to point out that he has conducted many studies, and always comes through. You know that hes right. In fact, you have heard that when the study is completed, his work is usually first-rate. He has never previously done a study for you. However, he has done work for several of your associates. In your own mind, youre not clear about the importance or purpose of these audits. Its really the end result that counts. You were once a research scientist yourself and you know how time-consuming and difficult these site audits are. Its a real problem at some of the better sites, where there might be several studies going on. As for the problems identified, you see most as pretty minor. The investigator is someone you trust, and you are not looking to create problems. Besides, hes considered a leading person in the field, and Marketing will need his support to help with the product launch.
27
Twenty-Five Plus Role Plays to Teach Negotiation You havent yet seen the actual report. Basically, you know what the investigator told you: the problems were minor, his coordinator is new, and not to worry, the study will be fine. You are troubled, not only by the possible findings, but how the audit was handled, You think to yourself, We need to treat people with some degree of respect and care.
28
THE INSPECTION
Twenty minutes
Role Play #4
To practice the six-step method of negotiation. To practice dealing with a person higher up in the organization who has more academic credentials.
Trainer Notes:
Once the role play has been completed and discussed, survey the group to see how many people have dealt with similar situations. Brainstorm approaches to addressing the problem. Pay particular attention to Issue Identification and how well it was handled. In conducting the debriefing, spend time looking at why certain people succeeded and others did not. Also ask the people who played Dr. Stone for their reactions to the different auditors. Pay particular attention to what worked and what did not. This is a difficult negotiation for auditors who must work with people who have far more academic training than they do and who use their position and prestige to intimidate and put them down.
Industry:
Chemical/Pharmaceutical
29
Because of all this, you arent sure that people are following standard operating procedures. Although the company has no written guidelines about these issues, the practices and procedures outlined do not comply with governmental procedures. Notebooks should be specific as to what and how things were done; it isnt sufficient to list only the results. Your own experience tells you that if a government auditor became aware of this lapse, he/she would become very concerned and suspicious. It would serve as a red flag: government auditors would start looking at everything Stone and his people do. From your perspective, this kind of recordkeeping needs to end immediately. In fact, all the notebooks for the study you just audited need to be completely reconstructed. You dont see any other option. You tried to talk with Dr. Stone on two occasions during the audit, but he wasnt 31
Twenty-Five Plus Role Plays to Teach Negotiation freesomething came up both times. Stone is not easy. You now understand what everyone meant when they said that this particular audit would be difficult. You are about to meet with Dr. Stone to discuss your findings and develop an action plan to address your concerns.
32
Most importantly, you are a scientistand a very good one. Your lab is staffed with some top-notch people, all of whom are excellent scientists. If the authorities needed to conduct a spot-check, theyd probably send a scientist who understands the work of your lab and who wouldnt have to ask all the questions that Fred did. Your meeting with Fred is about to begin. You hope to conclude the meeting as quickly as possible, since you have several important meetings later on today. Your meeting with Fred will be held in fifteen minutes.
33
Role Play #5
To practice the six-step method of negotiation. To learn how to deal with an individual higher up in the organizationa person who has more academic credentials or who is difficult.
Trainer Notes:
This is a difficult negotiation for auditors, who must deal from time to time with individuals who have more academic training and who try to intimidate others by using their position and prestige to put them down. One variation on this theme is to design the role play around people who hold key positions and use their position as a source of power. Once the role play has been completed and discussed, survey the group to see how many people have been in similar situations. Brainstorm approaches to addressing the problem. Pay particular attention to Issue Identification and how well it was handled.
Industry:
Engineering
35
Twenty-Five Plus Role Plays to Teach Negotiation 1. 2. You discovered that Dr. Fish incorrectly calculated the means for exercise duration on one of the tables in an engineering report. When the means are correctly calculated using weighted means, the result is much higher than previously reported. This might be a statistically significant result. You suspect that Dr. Fish will push for your approval or sign-off on this preliminary review, but it is department policy not to sign-off until a corrected, retyped copy is seen, changes are made, and the document is verified as correct.
3.
38
39
Miscellaneous
THE SUBSIDIARY
Forty-five minutes
Role Play #6
Trainer Notes:
This is an ideal role play to use if you are interested in looking at boundary-role issues. This role play is one we use to explore internal boundary-role questions. It can be particularly effective in looking at issues that arise between a corporate office and subsidiaries. It can easily be tailored for use in any environment. In addition to looking at how the negotiation was handled, you should also explore issues related to the subsidiaries. Consider having people from the subsidiaries come in to talk about how they view corporate, how corporate views them, and about how to work together effectively. Some of the groups will talk solely about the compound, while others will broaden the discussion and look at the relationship and Toms perceptions. Explore the implications of this discussion. If you need additional information on boundary roles, see the following articles: Inter-organizational Negotiation and Accountability: An Examination of the Adams Paradox, by Cynthia Fobian (1987). The article can be purchased from the National Institute of Dispute Resolution, 1900 L Street N.W., Washington, D.C., 20030. The Structure and Dynamics of Behavior in Organizational Boundary Roles, by J. S. Adams (1976) in M.E. Dunette (ed.), Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally.
Industry:
Chemical/Pharmaceutical
43
Twenty-Five Plus Role Plays to Teach Negotiation you could probably use their help in moving the agency along, but you need to control the process. You feel that youve done a good job in this position; your approach has always been to work with the agency to build solid working relationships. You believe you have accomplished this because you are not challenging them, but rather simply presenting the companys position within the framework of how the agency functions. Bringing company people in to meet with the agency might be misinterpreted and could even have a long-term impact on your relationship with the agency. You are now at the corporate headquarters, having flown in for an international conference. Betty asked you to stop by her office so that you can talk about this matter. You will meet with her in about ten minutes.
48
Role Play #7
To practice the six-step method of negotiation. To practice solving a problem between co-workers.
Trainer Notes:
This role play is particularly useful for situations in which one person is held responsible for an ongoing task that he or she does only on an as-needed basis. This individual does not think the task is terribly important, but the coworker does. Explore the differences between individuals who are successful at their work and those who are not. If the legal people take time to listen to the technical-operations person, this negotiation will go well. If they try to use their power to impose a settlement, the negotiations will probably be difficult. As a follow-up to this role play, try to brainstorm approaches to dealing with this type of situation. Encourage people to talk about similar experiences and share how they handled them. If you are working with a homogeneous group, have the participants identify any other groups they have problems with, and use that as the basis of a discussion.
Industry:
General
49
Twenty-Five Plus Role Plays to Teach Negotiation The real problems are with the folks in Legal. They act as if this is the most important thing you have to do. They get real upset if youre late in getting someone on the system or you forget to complete the paperwork. Thats probably whats given rise to Marjories request to talk with you. You forgot to report that several people were placed on the system. In fact, you got them on the system almost immediately but forgot to tell her, because several other important issues came up that required your time and immediate attention. You were lucky to get them on the system as quickly as you did. Marjorie is on her way over to see you, and you expect her any minute.
52
For a variety of reasons, the process is not working as it should. You are often not notified by Tech Operations that people are on the system. This has proved to be embarrassing, since people frequently call you with a problem or a question that requires system access, and sometimes you dont even know that they have been put on the system. On several occasions, youve been able to pick up the information from the weekly summary on the computer, but you should have received written notification. Its embarrassing when this happens. Not everyone is permitted access to everything and your job is to monitor the process. In addition, the government requires that these requests be written and that the entire process be documented in writinga clear paper trail. Quality Assurance audits your work, and if you dont have the appropriate documentation, they will write you up. This has never happened, and you dont want it to happen! The person handling this process is relatively new, but he should know what needs to be done and how to do it. His predecessor not only got everyone on the system quickly, but got the documentation to you immediately. You need to have a good working relationship if the process is to work. Early last week you sent in two requests for system access, and nobody has gotten back to you as to when or if the people were put on the system. You received calls from both people asking when they would be on. When you called to inquire, you learned that they were already on and had actually been on for several days. You called the person in Tech Operations who is responsible for the process and 53
Twenty-Five Plus Role Plays to Teach Negotiation asked for a meeting. Youre not looking forward to this meeting, since it is not your job to train their people.
54
THE AFFILIATE
Twenty minutes
Role Play #8
To identify and address issues of concern to home office and subsidiaries. To illustrate the Successful Negotiator model.
Trainer Notes:
This role play is ideal if your company is dealing with issues concerning your home office and local affiliates. It can also spark discussion on how the company determines the priority of its projects. If you have non-U.S.-based affiliates, you might want to look at the impact cultural differences have on the relationship between affiliates and headquarters. Explore the problems at your company, the impact they are having on operations and production, and what can be done to resolve them.
Resources:
The bibliography in the Resources section includes a number of published works on the subject of cultural diversity. We have also found the following book of exercises to be very helpful: Global Competence: 50 Training Activities for Succeeding in International Business, by Lambert, Myers, and Simons (HRD Press, 2000). We have found two additional resources that are extremely helpful: The David M. Kennedy Center at Brigham Young University, and Intercultural Press (which can be reached at www.intercultural press.com).
Industry:
Chemical/Pharmaceutical
55
Twenty-Five Plus Role Plays to Teach Negotiation You are now in the U.S. for a series of meetings, and intend to meet with Project Management to see if this issue can be resolved. Youre not quite sure what the answer is, but you know you will look good if you can work this out. You have fifteen minutes to prepare for your meeting with Project Management.
58
Role Play #9
To practice the six-step method of negotiation. To practice negotiating with a co-worker when commitments have been made.
Trainer Notes:
This role play is particularly useful when you are dealing with internal negotiations. However, it can easily be used as a good example of position bargaining. In this role play, people frequently become very focused on their positions and get annoyed with each other, thus limiting their ability to find a creative solution. If this happens, lead a discussion about which solutions are available after you have debriefed the negotiation. The same can be accomplished by comparing settlements among groups and trying to identify why some groups get a deal and others do not. Magazine publishing
Industry:
61
Engineering
Trainer Notes:
This is an ideal role play for exploring the relationships between corporate headquarters and the companys local divisions. Because of the nature of this negotiation, we suggest that you use it to look at the entire six-step negotiation process. If there are problems between the divisions, you should expect that this role play will bring them to the surface. Spend the time necessary to discuss each issue that is raised. In groups performing this role play, Corporate Management will let the division keep the work. Explore why that occurred, as well as what made the difference. If there are problems between corporate headquarters and local engineering groups, the ideal situation is to have company representatives from both groups in the room when the role play is being performed.
Industry:
Engineering
69
71
72
73
ENGINEERING CHANGES
Twenty minutes
To illustrate either the Issue Identification step or the entire six-step Successful Negotiator model. To learn how to deal with changes to an already agreedupon plan.
Trainer Notes:
This negotiation role play is ideal for internal project engineers. It focuses on how to work with clients, and can be particularly helpful in surfacing client-specific issues. It is general enough so that it can be used with any group. The nature of the discussion will depend primarily on how effective people believe they have been in dealing with clients and on whether or not there have been any recent problems. Any job-related issues should be discussed at this point. This role play can be used in two ways: It can serve as a stimulus for additional discussion. It can serve as the end point after discussions have been held on the types of problems people have encountered.
Industry:
General
75
77
79
Teams
TEAMS Introduction
All of the role plays in this unit relate to team-based issues. All work particularly well when they are incorporated into team leader and team member training programs. Each role play is sufficiently complex to illustrate the entire six-step negotiation methodology, or just the issue-identification phase. It is important that all role plays be placed in the context of your companys situation and the training you have already conducted. The goal is to help team leaders and team members address the range of interpersonal problems common to teams. The materials are not designed to address issues of team building, but rather to enhance the skills of team leaders and team members.
Resources
There have been a number of books written about teams and teamwork. Among the resources we have found to be most helpful are: Team Players and Teamwork: The New Competitive Business Strategy, by Glenn Parker (Jossey-Bass, 1990). Cross-Functional Teams: Working with Allies, Enemies, and other Strangers, by Glenn Parker (Jossey-Bass, 1994). How to Lead Work Teams, by Fran Rees (Pfeiffer & Company, 1991). 25 Activities for Teams, by Fran Rees (HRD Press). Team Building for the Future: Beyond the Basics, by R. L. Elledge and S. L. Phillips (HRD Press). These books can be purchased from HRD Press, 22 Amherst Rd., Amherst, MA, 01002. HRD can be reached at (800) 822-2800 or on the Web at: www.hrdpress.com. There is also an extensive bibliography on teams and teamwork on our Web site: www.asherman.com.
82
To illustrate the Successful Negotiator six-step model. To illustrate the specifics of a contracting discussion between a team leader and a new project manager.
Trainer Notes:
In addition to covering the specific behavior used during the negotiation process, this role play will usually stimulate a fair amount of discussion about the interaction of a new project manager and a difficult team leader. Depending on your own objectives, both subjects are important and worth exploring. If the project manager and the team leader are both involved in the workshop, try having them conduct a contracting discussion after the role play. Have this discussion focus on how well they have been working together and what they might do differently. At the conclusion of the role play, refocus the discussion on your own company and how new leaders and project managers begin their working relationships. If there is enough time, you might want to have the group develop a checklist for this type of discussion.
Industry:
Pharmaceutical
83
85
THE CO-LEADERS
Fifteen minutes
To illustrate the six-step Successful Negotiator model. After you discuss how the participants conducted the negotiation, engage them in a discussion about how these problems can be avoided. In this negotiation, it is critical that you clearly state and outline the issues. Because of the nature of the issue, people often fail to be direct, so the problem doesnt get resolved. An agreement might be reached, but it is frequently based on general promises for the future. This is an excellent role play to use when training team leaders. When you introduce the role play, it is important that you indicate that all co-leaders will run into problems, and this is a way to address them. This role play can be particularly valuable if you have actual co-leaders participating in the program. If you do, have them do this role play together. Then talk about their own working relationship. If they are new to working together, have them develop a way to address problems when they do arise. If you have sufficient time, have several groups report on the approaches they have developed.
Industry:
General
89
91
93
To practice the six-step Successful Negotiator method. This is a good role play to use if team selection is an issue in your firm. Its also useful to discuss how members are selected for teams. At the end of the role play, it will be useful to discuss how members are selected for teams and what can be done if you want a particular individual on your team. If functional area managers are present, get them to describe their reactions when people ask for the inclusion or participation of certain department members. If some people get who they wanted and others do not, explore why some people are successful and others are not. Pharmaceutical
Debriefing Notes:
Industry:
95
97
99
Trainer Notes:
This role play can stimulate a good discussion about difficult people and how to deal with them. After the role play, try to brainstorm a list of problem situations. Once a list has been developed, select several situations for discussion and review. The role play can be repeated following the discussion, providing a framework for individuals in their future dealing with difficult people and situations. If you use this as a complete role play, you can easily set up an argument: The Difficult Individual raises very sensitive issues, and many people are having difficulty clarifying what the issues are. They do not want to offend Lee. Pay particular attention to how clearly the issues were stated. Explore why this might or might not have happened.
References: Industry:
See the Resources section for additional books on this topic. Computers
101
103
105
To practice the six-step Successful Negotiator method. To practice how to deal with a difficult situation involving members of a team and leaders.
Trainer Notes:
This is an expanded version of a role play that appeared in the first volume of our role play book, which looked only at Issue Identification. In this version, we have added additional issues to make the role play more complex and, we hope, more interesting. We have tested this version in a number of workshops and it works well. It can be particularly useful if you have people on the same team who work at different sites. When you debrief The Beta Project, go over the entire sixstep negotiation process. It will be helpful to discuss the groups experiences dealing with a team whose members work at several different locations. If you are working with team leaders, talk about the unique issues presented by having to lead a geographically diverse team, and discuss how they have been addressed.
Industry:
General
107
You also heard that Chris believes that you were responsible for the teams late submissions of the last two monthly reports. She never even talked about this with you! Chris has asked to meet with you, probably because you missed the last meeting because of a field visit. In addition, you had your secretary call to say that you might have to miss next weeks meeting because of another trip. This is not the first meeting you have missed, and since you were recently assigned to a second project, you will probably miss others. In the past six months, you have missed a total of three meetings. In fact, because you are so short-staffed, you havent even sent replacements. This is not typical, but you had no choice in the matter. This is not an easy problem. Chris behaves as if your department has nothing to do but work on this project. Your department is very short-staffed. Several people recently retired and were not replaced. As a result, your boss has gotten you involved in several other projects. As he said to you recently, We need you to cover at least two other teams that need our input. Do what you have to do to keep on top of the Beta Project, but dont let these other projects slip. When you mentioned 109
Twenty-Five Plus Role Plays to Teach Negotiation the importance of the Beta Project, he indicated that he thought its potential was being overrated and added, Anyway, we have no choice. We just have to do the best we can. There is a lot more to do on the project: select bidders, develop an implementation plan, and eventually select the prime contractor. These are all things youve had experience with over the years, but you just dont have a lot of time. Several new people are about to be hired in your department, and its possible that one of them can be assigned to this project, such as Janet Miles. She worked at High Bank several years ago, but left to start her own consulting practice. You know that she has some experience with these issuesa big plus, since High Bank uses a similar system. You were very impressed with Janet when you interviewed her. The negative part is that she has no experience at your firm, and no experience with the unique issues that you face in implementing such a system. You would like to assign Janet to this project, and your boss will probably agree. This situation really bothers you. You dont want this project to fail or Chris to fail, but you dont see any real options. You are glad Chris asked to meet, since you have wanted to get these issues settled. The problem is further complicated by the departments recent move to another site approximately ten miles away. While the distance is not great, you wont be around, so you will miss out on all the informal conversations that will take place. Everyone else is at the main facility, and they just seem to forget about you. Chris needs to find a way to keep you involved and current about all that is happening. Then, even if you miss meetings, it wouldnt be such a problem. Thats the only way you or anyone else can play a meaningful role on the team.
110
Twenty-Five Plus Role Plays to Teach Negotiation Jims performance is negatively affecting the team, and you cannot afford to let him damage your reputation. What makes the problem worse is that several team members have commented to you about Jims performance and the effect it is having on the team. As one member said, We need his departments involvement, and if Jim cant participate, then we need someone who can. You are reaching the same conclusion. You spoke with your boss about the problem. He agreed that it should be resolved, but suggested that you try to work it out with Jim before he gets involved. You really dont want your boss to intervene, since this would look like you cant handle tough problems. He did make it very clear that he is concerned and wants you to get the problem resolvedhow you do this is up to you. Both of you believe that this project is critical. You have asked to meet with Jim in an effort to let him know how you feel and to see if these problems can be resolved and put behind you. You have not talked to Jim about your concerns before today, but there is an urgent need to solve the problem, since the project is far from finished. The team is moving into a critical phase; were about to select bidders, and we need people with the type of experience that Jim can bring to the process. In addition, once the bidders are identified, we will have to select the prime contractor. This will be a lot of work, and it will require a great deal of everyones time. You really dont want any of their new people, since you doubt that any of them have Jims experience in this area or with the issues the company faces in implementing such a complex program. One of the reasons you pushed to get Jim on the team was that he has experience with these issues. Now, with his departments recent move to the new facility, any advantage to having Jim on the team has been lost.
112
Title:
Time: Objectives: Training Notes:
Resource:
If you need additional lecture material on the subject of difficult or confrontational conversations, refer to the book Difficult Conversations by Douglas Stone, Bruce Patton, and Sheila Heen (Viking, 1999). General
Industry:
113
115
117
SECTION TWO
External Negotiations
121
To practice the six-step Successful Negotiator method. To learn how to deal with a contractor who has failed to meet his/her obligations.
Trainer Notes:
In addition to looking at how well participants handled the problem presented by the role play, be sure you talk about the companys process for approving sites prior to signing a contract and starting work. We suggest that you also explore how internal pressures can be handled in order to move things along and avoid problems. This is a complex role play involving a difficult situation. There is usually a great deal of annoyance and frustration expressed by the auditor. This frustration usually centers on the fact that the auditor took a risk and approved the site without having seen the changes that were made. Having taken the risk, he now has a problem.
Industry:
Chemical/Pharmaceutical
123
Twenty-Five Plus Role Plays to Teach Negotiation mean shutting down some other manufacturing areas, and would certainly impact the deadlines of other customerscustomers who are not concerned with the GMP deficiencies noted by Fred. Still, you are somewhat uncomfortable, because you did agree at the exit interview to make the changes. Everyone would like BIMs business. This company has the potential to provide several million dollars worth of business each year. More, if everything goes well. You are scheduled to meet with Fred in a few minutes.
126
128
BAD NEWS
Twenty minutes
To practice the six-step method of effective negotiation. To learn how to deal with bad news.
Trainer Notes:
This is a good role play to help members focus on relationship and content issues. The supplier has clearly been a good vendor, but internal problems have arisen that will affect a potential contract. In addition to looking at the issues, pay particular attention to what people said and how they said it. Many people believe that talking directly about this problem will destroy their relationship with the other party. As a result, they tend to make promises they cant keep. In your discussion, explore the implications of asking or not asking for compensation. The vendors will at times decide not to ask for any compensation in order to avoid offending anyone and to maintain the relationship. This is important, since the company is prepared to make some payment, and it is particularly important if your company is the vendor. As a follow-up discussion, it can be helpful to talk about how to maintain relationships in the face of these situations.
Industry:
Consumer products
129
131
133
THE PHOTOGRAPHER
Twenty minutes
To practice the six-step method of effective negotiation. To practice dealing with difficult individuals.
Trainer Notes:
This role play will work particularly well if you have given people a model to work with. If this is the case, your observer sheet should be tailored to reflect your model. The difficult person in the scenario, the photographer, is older and widely respected, and he knows it. He is capable of using his power and his prestige for personal advantage. The exercise works particularly well with groups of people who must interact with temperamental or difficult individuals. If this role play is part of a longer program on how to deal with difficult people, it can be particularly helpful to complete only the Issue Identification step. In debriefing this role play, pay particular attention to how clearly the issues are articulated. People are often very uncomfortable talking to this type of person and tend to be so careful about what they say and how they say it that the message gets confused. This makes bargaining a lot more difficult. If you need additional information on how to deal with difficult people, refer to the Bibliography. One book we have found particularly helpful is Difficult Conversations, by Douglas Stone, Bruce Patton, and Sheila Heen.
Industry:
Publishing
135
137
139
To practice the six-step method of effective negotiation. To explore what options are available when a contractor we have engaged fails to meet commitments. To practice clearly describing our feelings and concerns.
Trainer Notes:
This role play has a lot of potential anger in it, so it is important to look at how people handled their anger. Were they able to use it productively, or did it get the best of them? Look also at its impact on the overall relationship. This role play is a good one for looking at the entire six-step negotiation process. If your company has a procedure for handling this type of situation, present it and have the group discuss it. In addition, if any of the participants have had similar problems, it would be useful for the group to hear how the problems were handled.
Industry:
General
141
143
145
Trainer Notes:
This role play is ideal for use with marketing research people. It is most effective when used to focus on Issue Identification. If the role play is used only for Issue Identification, participants should be instructed to stop as soon as each person has talked about the things he/she wishes to cover. One person in each pair should summarize both parties issues, and then they will be finished. In the debriefing, discuss whether each party allowed the other to get all of his/her issues out before responding. If the role play is used as a complete negotiation activity, discuss how the vendor addressed the problem. Were the clients needs met? What was the impact on the relationship?
Industry:
General
147
151
NEW STAFF
Twenty minutes
To practice the six-step method of effective negotiation. This role play provides an excellent opportunity to look at different perceptions of the same situation. Be sure that you explore how the company person handled the situation. He has very strong feelings about the issue. Did he indicate how he felt? Participants usually focus on the facts of the situation rather than on the feelings, and tend to be much more punitive in terms of the future and their expectations. However, when they discuss feelings and the feelings are acknowledged by the other party, the outcome is far more positive, as are the long-term implications. Pay particular attention to what the vendor does to clarify the problem. Too frequently, vendors become very defensive; as a result, the full nature of the problem is not explored. If your company is a vendor and you have done previous training or have a particular model you wish participants to use, be sure that a discussion of that model precedes this role play.
Industry:
Software
153
155
157
In debriefing this role play, discuss whether the vendor asks questions. Does the vendor listen to the client and clarify, when appropriate? Does the vendor make sure all of the clients concerns are on the table before he/she responds? Many times, people will begin bargaining before all the issues are clear. Discuss the possible consequences of doing this. This is a brief role play that we use to illustrate the Issue Identification step in negotiations. It was written with that objective in mind, so there will not be enough material to make this into a complete role play. Dont use it for anything more than Issue Identification.
Industry:
Software or General
159
161
163
To practice dealing with poor vendor performance. To practice either the complete six-step negotiation method or the Issue Identification step.
Trainer Note:
This role play can help the group learn to deal with poor vendor performance. If it is being used only for the Issue Identification step, participants should be instructed to negotiate only until each person has laid out the things he/she wishes to cover in the negotiation. Once this is done, one of the two players should summarize both parties issues to complete the role play. In the full role play, some role players will ask for their money back, which can raise very difficult issues. You should explore what this might do to the relationship. See if anyone has been involved in this type of situation, and ask him/her to talk about what happened. You should also be aware of your companys general position on this issue.
Industry:
General
165
ROLE PLAY #25 DONALD SAWYER Project Manager for Tiger, Inc.
You are furious with Lopez & Associates. You just received a phone call from Kathy Witkowski, the project director at Lopez, who said that they will be at least two weeks late with their final report. What really bothers you is that the deadline wasnt a surprise. You discussed this date with their Business Development people when the project was originally discussed, and again with the project director when you met with her at the start of the project. Everyone assured you that time wasnt a problem and that Lopez fully understood the importance of the date and the need to file on time with the government. Its clear to you now that this was just talk talk to get the contract. What makes you even angrier is that when it looked as if the date might be a problem two months ago, you spoke with Kathy and told her that if there is a problem with the deadline, you will assign additional people to help out. You had people available at the time, but now thats no longer the case. Lopez was aware of the importance of the project and the deadline for the final report, and assured you that they wouldnt miss the date. If necessary, she said, Lopez would assign additional people. You are so annoyed that you want to ask for a refund. Your last conversation with the project director was about three weeks ago; you were assured at the time that everything was okay and that there were no problems. Lopez shouldnt make promises knowing that they cant be kept. Youve heard this about them, they over-promise. Thats why you watched this project so closely. And now, your boss and senior management are annoyed with you for not doing your job. As your boss said, You knew this project was important. Why werent you spending more time with them? Werent you watching this project? She went on to say that you should do what is necessary to solve the problem and get the report inhouse as quickly as possible. Take the next several minutes to prepare for the meeting with Kathy from Lopez Associates.
167
ROLE PLAY #25 KATHY WITKOWSKI Project Director, Lopez & Associates
You are the project director for a contract with Tiger, Inc. The project manager heading up the project for Tiger has asked to meet with you. This wont be a pleasant meeting, because he is furious. Were going to be at least two weeks late getting the final report to them, which will probably delay their filing with the government by at least three weeks, if not more. Getting the reports on time was critical. The people at Tiger made that very clear at all the initial meetings. We knew it would be difficult, but everyone believed that we could make it if we pushed. We really wanted to impress them. Everyone knew the importance of the reports to Tiger and worked overtime in an effort to get the job done on time. What probably made the project manager even more upset is that he told us that Tiger would put their own people on the project if the deadline becomes a problem, just to make sure it is met. We refused, and assured them that the deadline wouldnt be a problemthat we would get the job done. You last discussed dates with him about three weeks ago, and everything seemed to be on schedule then. You assured him that you were on schedule, and that they would have the report on time. The situation became complicated because one of the key computer people was injured while on a skiing vacation and didnt return to work when anticipated. In addition, we received several new contracts, and had to hold the initial meetings and do project plan development. Everybody was just stretched too thin. We gave it our very best efforts, but the bottom line is that we will be two weeks late. You spoke with your boss about the matter, and she said to do whatever is necessary to solve the problem. She went on to say, Tiger is an important client, and we dont want to do any more damage to the relationship than we already have. Take the next several minutes to prepare for the meeting with Don.
169
WRONG WORK
Fifteen minutes
To practice the six-step method of effective negotiation. To practice dealing with incorrectly completed work.
Trainer Notes:
This negotiation role play is good to use for Issue Identification. If you use it as a complete role play, pay particular attention to how clear the META person is on the issues. If he/she stays focused and assertive, the needs will usually get met. This is another role play that can help you examine how your company handles poor vendor performance.
Industry:
General
171
This role play should be used only for Issue Identification, since the amount of information is limited. In debriefing, pay particular attention to the research coordinator. Did he/she ask questions and listen, in an effort to understand the nature of the problem? When this goes poorly, the research coordinator doesnt listen and attempts to push the investigator to talk with the CRO. In your discussion, focus on the investigatorhow she/he feels, and why.
Industry:
Pharmaceutical
177
179
181
Support Materials
Support Materials
The worksheets in this unit are designed to help participants prepare for and debrief the role plays. Included are the following:
Planning Worksheet
This worksheet is designed to help people plan for the negotiation. Its primary focus is on objectives. Encourage people to fill it out completely.
Observer Worksheet
These two sheets are designed to help the observer follow the negotiations process and monitor the behavior being used. If you used the Skill Identification Worksheet, ask the observers to highlight the behaviors their partners should practice.
Debriefing Worksheet
At the conclusion of a role play, observers tend to immediately begin telling the participants how they did. This worksheet should be completed prior to any discussion. It will encourage participants to reflect on how they did before the discussion begins. Only when it is completed should the debriefing begin. It will help the process if the observer also completes the worksheet, since it is better for the observer to bring all his/her ideas together before sharing them with the negotiators. Feel free to modify these materials to meet your own needs. 185
SKILL IDENTIFICATION
WORKSHEET
Directions
In the space below, describe each of the skills you want to practice in the upcoming negotiation. Be as specific as possible.
187
ISSUES
OBJECTIVES
POTENTIAL CONCESSIONS
SETTLEMENT OPTIONS
189
NEGOTIATION PLANNING
WORKSHEET
Directions
1) What are your objectives for the upcoming negotiation? Be as specific as possible. What are your . . . ? HOPE-to-gets INTEND-to-gets MUST-gets 2) What do you think are the other partys . . . ? HOPE-to-gets INTEND-to-gets MUST-gets 3) What do you think the other party needs so that he/she can say yes to you?
4)
5)
What questions do you think the other party will ask you?
191
BEHAVIOR
Asked questions Clarified positions needs and interests Summarized during the negotiation at the conclusion Checked for understanding Actively listened Made contingent concessions Shared needs and interests Proposed solutions Established common ground Solicited solutions Focused on the problem
Settlement
193
BEHAVIOR
Acknowledged efforts Expanded the pie* Made judgments or threats, or criticized Fixed blame, interrupted, or changed the subject Used irritating words and phrases, a patronizing tone, or a generally hostile tone
Settlement
PRACTICE NEGOTIATION
DEBRIEFING WORKSHEET
1) How satisfied are you with your performance? Very Satisfied 5 Please explain: ---------------------4 3 2 Very Dissatisfied 1
2)
3)
4)
197
BIBLIOGRAPHY
BIBLIOGRAPHY
Asherman, Ira G., and Sandra Vanee Asherman 2001. The Negotiation Sourcebook. Amherst, Mass.: Human Resource Development Press. Barlow, C. Wayne, and Glenn P Eisen. 1983. Purchasing Negotiations. Boston: CBI . Publishing. Bell, Robert. 1977. Having It Your Way: The Strategy of Settling Everyday Conflicts. New York: W. W. Norton & Co. Brooks, Earl, and George Odiorne. 1984. Managing by Negotiations. New York: Van Nostrand Reinhold. Calero, Henry H. Winning the Negotiation. New York: Hawthorn Books Inc. Cohen, Herb. 1981. You Can Negotiate Anything. Secaucus, New Jersey: Lyle Stuart, Inc. Fisher, Roger, and William Ury, with Bruce Patton. 1981. Getting to Yes: Negotiating Agreements Without Giving In. Boston: Houghton Mifflin Co. Greenburger, Francis, with Thomas Kieran. 1978. How to Ask for More and Get It: The Art of Creative Negotiation. Garden City, New York: Doubleday & Co. Harris, Charles E. 1983. Business Negotiating Power. New York: Van Nostrand Reinhold. Illich, John. 1973. The Art and Skill of Successful Negotiation. Englewood Cliffs, New Jersey: Prentice-Hall, Inc. Jandt, Fred E. 1980. Win-Win Negotiating: Turning Conflict into Agreement. New York: Fawcett Columbine. Karrass, Chester L. 1974. The Negotiating Game. New York: Thomas Y. Crowell Publishers. Ibid. 1974. Give and Take: The Complete Guide to Negotiating Strategies and Tactics. New York: Thomas Y. Crowell Publishers. Kennedy, Benson, and McMillan. 1982. Managing Negotiations: A Guide for Managers, Labor Leaders, Politicians, and Everyone Else Who Wants to Win. Englewood Cliffs, New Jersey: Prentice-Hall, Inc. Lax, David A., and James K. Sebenius. 1987. The Manager as Negotiator. New York: The Free Press, A Division of Macmillan Inc. Leon, Burke and Stephanie Leon. The Insiders Guide to Buying a New or Used Car. (Betterway Books, an imprint of F & W Publications, Inc., 1507 Dana Avenue, Cincinnati, Ohio 45207 (800) 2890963). Levin, Edward. 1980. Negotiating Tactics: Bargaining Your Way to Winning. New York: Fawcett Columbine. 201
Twenty-Five Plus Role Plays to Teach Negotiation Lewicki, Roy J., and Joseph Litterer. 1985. Negotiation. Homewood, Illinois: Richard D. Irwin, Inc. Ibid. 1985. Negotiation: Readings, Exercises, and Cases. Homewood, Illinois: Richard D. Irwin, Inc. Nierenberg, Gerard I. 1968. The Art of Negotiating. New York: Simon and Schuster. Ibid. 1973. Fundamentals of Negotiating New York: Hawthorn Books Inc. Raiffa, Howard. 1982. The Art and Science of Negotiating. Cambridge, Mass.: Harvard University Press. Seltz, David D. and Alfred J. Modica. 1980. Negotiate Your Way to Success. New York: Farnsworth Publishing. Scott, Bill. 1981. The Skills of Negotiating. Hampshire, England: Gower Publishing Co. Skopec, Eric W. and Laree S. Kiely. 1994. Everythings Negotiable When You Know How to Play the Game. New York: AMACOM. Tarrant, John J. 1976. How to Negotiate a Raise. New York: Simon & Schuster. Zartman, I. William, and Maureen R. Berman. 1982. The Practical Negotiator. New Haven: Yale University Press.
GENDER ISSUES
Gilligan, C. 1992. In A Different Voice. Cambridge, Mass.: Harvard University Press. Greenhalgh. L. and R. W. Gilkey. 1985. Our Game, Your Rules: Developing Effective Negotiating Approaches, edited by L. Moore. Lexington, Mass.: Lexington Books. Helgesen, S. 1990. The Female Advantage: Womens Ways of Leadership. New York: Doubleday. Kolb, D. M. and G. C. Coolidge. 1988. Her Place at the Table: A Consideration of Gender Issues in Negotiation. Working Paper 885; Program on Negotiation at Harvard Law School. Cambridge, Massachusetts. Reardon, K. K. 1995. They Dont Get It, Do They? Communication in the Workplace: Closing the Gap between Women and Men. New York: Little, Brown & Company. St. John, A. W. 1996. The Gender and Power Mix for Managers as Negotiators: Negotiation Journal: Vol. 12, Number 4 October, pp. 367370. Tannen, D. 1995. The Power of Talk Harvard Business Review (SeptemberOctober). Tannen, D. 1990. You Just Dont Understand. New York: Ballentine Books. 202
Bibliography Tannen. D. 1995. Talking from 9 to 5Women and Men in the Workplace: Language, Sex, and Power. New York: Avon Books. Watson. C. and B. Kasten. Separate Strengths? How Men and Women Negotiate. Center for Negotiation and Conflict Resolution: Rutgers Working Paper Series. (The address for this paper is: CNCR Rutgers University, 15 Washington Street, Newark, NJ 07102). Watson. C. 1994. Gender Versus Power as a Predictor of Negotiation Behavior and Outcomes. Negotiation Journal, Vol 10, Number 2 (April), pp. 117128.
INTERNATIONAL NEGOTIATION
Chesanow, Roger. 1985. The World Class Executive: How to Do Business Like a Pro around the World. New York: Rawson Associates. Deutsch, Mitchell F 1983. Doing Business with the Japanese. New York: The New . American Library. Foster, Dean. 1992. Bargaining across Borders: How to Negotiate Business Successfully Anywhere in The World. New York: McGraw-Hill, Inc. Hendon, Donald W., Rebecca Angeles Hendon, and Paul Herbig 1996. CrossCultural Business Negotiations. Westport, Conn.: Quorum Books. Kennedy, Gavin, 1985. Doing Business Abroad. New York: Simon & Schuster. Moran, Robert T. 1985. Getting Your Yens Worth: How to Negotiate with Japan, Inc. Houston, Texas: Gulf. Morrison, Terri, Wayne A. Conaway, and George A. Borden. 1994. Kiss, Bow, or Shake Hands. Holbrook, Mass.: Bob Adams, Inc. OHare-Devereaux, Mary, and Robert Johansen. 1985. Global Work: Bridging Distance, Culture, and Time. San Francisco, Calif.: Jossey-Bass Publishers. Salacuse, Jeswald. 1991. Making Global Deals: Negotiating in The International Marketplace. Boston, Mass: Houghton Mifflin Company. Schneiter, Fred. Getting Along with the Chinese For Fun and Profit: Asia 2000 LTD.: Suite 302 Seabird House, 22-28, Wyndham Street, Central, Hong Kong. Phone: (852) 25301409; Fax: (852) 28242005 or (852) 25261107. Vossestein, Jacob. Dealing with the Dutch. Amsterdam, Royal Tropical Institute.
ORGANIZATIONAL TRUST
Boss, R. W. 1978. Trust and Managerial Problem Solving Revisited. Group and Organizational Studies, 331 (September).
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Twenty-Five Plus Role Plays to Teach Negotiation Driscoll, J. W. 1973. Trust and Participation in Organizational Decision-Making As Predictors of Satisfaction. Academy of Management Journal, 21(1); 44. Schoorman, F D., R. C. Mayer, and J. H. Davis. 1996. Organizational Trust: . Philosophical Perspectives and Conceptual Definitions. Academy of Management Journal, 38(1); 2459. Sinetar, M. 1988. Building Trust into Corporate Relationships. Organizational Dynamics, 16(3); 7379. Taylor, R. G., Jr. 1990. Trust and Influence in the Workplace. Organizational Development Journal (Fall), 3336. Zand, D. 1972. Trust and Managerial Problem Solving. Administrative Science Quarterly, 229 (June). Zand, D. 1997. The Leadership Triad: Knowledge, Trust, and Power. Oxford University Press.
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