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I.E. A kid says he "needs" a new text messaging cell phone, but what he really wants is a new electronic
toy, because all his friends have one.
2. Rights People may be concerned about who is "right", who has the legitimacy, or what is fair.
- Disputes about rights are often resolved by helpingthe parties find a fair way to determine who is "right",
- or they can both be right; by using a standard of "taking turns" or "split it down the middle"
3. Power Using the basis of power to frame a negotiation.
- Legitimate authority/expertise power/economic pressures.
- Disputes by power usually create clear winners and losers.
- In a single negotiation dispute, if you use choose to use one particular frame over the other, the outcome may be
completely different, as well as drive the other party to follow/go against you.
- I.E. Student who has a dispute with a car repair shop, over the cost of fixing the car; student thinks she was
overcharged, and used the most expensive replacement parts; did not get a chance to review the bill before work was
done.
-
Interests Tries to understand the shop owner's system for pricing, and talk about what is a fair price and
pay for it, and go back to the shop again.
Rights Student worked in a garage herself and knows car repairs are priced on standard manuals, and
costs of labor.
- She will go ask for the manual and invoice for the parts, and go to the garage where she worked to see if
the bill is inflated, and pay accordingly.
- Power Call a lawyer to sue the owner, tell others not to go to this repair shop.
------------------------------------------------------------------------------------~ The Frame of an Issue Changes as the Negotiation Evolves
-
Reframing Dynamic process that may occur many times in a conversation as parties challenge each other
or search for ways to reconcile seemingly incompatible perspectives.
Once a course of action is decided, negotiators often seek supportive evidence, confirming their choice,
while ignoring to seek disconfirming information.
- Desires to Save face and Remain Consistent exacerbates this.
2. Mythical Fixed-Pie Beliefs Those who believe all negotiations involve a fixed pie; and believe even in
integrative negotiation, there is a fixed pie; rather than possibility for mutual benefits.
- Negotiators focusing on personal inters, come under fixed-pie beliefs.
3. Anchoring and Adjustment - By using an anchoring offer (initial offer) and making subsequent adjustments to
the anchor offer during negotiation.
- Anchors = Potentially Trap negotiator as they believe the anchor is the only valid benchmark, and
everything MUST be negotiated around it.
4. Issue Framing and Risk [124] Frames can lead people to seek, avoid, or be neutral about risk in negotiation.
- When negotiators are risk averse, they are more likely to accept any viable offer simply because they are
afraid of losing.
- When negotiators are risk-seeking, they want to wait for a better offer or for future concessions.
5. Availability of Information Way of presenting information, how easily it can be recalled or used to evaluate a
process or decision
- I.E. Presenting information through a clear message/diagram/formula, will be more believed than
information in a confusing detailed format.
6. The Winner's Curse [Buyer's Remorse] Tendency for negotiator, especially in auction setting to settle quickly
on an item, then subsequently feel discomfort about the win as it comes too easily.
7. Overconfidence Negotiators believe their ability to be correct is greater than reality.
- It can lead negotiators to discount validity of others (shutting down other parties).
- It can also lead to support incorrect positions.
8. Law of Small Numbers Tendency of people to draw conclusions based on [limited experiences]
- The less the negotiation experience, the tendency people recall on those experiences in negotiation,
causing a self-fulfilling prophecy.
- I.E. People who expect to be treated in a distributive manner, will more likely perceive the other party's
behavior as distributive, and therefore treat the other party in a distributive manner .
9. Self-Serving Biases- Tendency to explain another person's behavior by making attributions either to the person
with (internal factors of ability/effort) or to the situation (caused by external factors)
- I.E. Student shows up late to class, internal explanation = she is lazy; external = had a flat tire.
10. Endowment Effect - Tendency to OVERVALUE something you own or believe you possess.
- In negotiation, the endowment effect can lead to INFLATED estimations of value that interfere with
reaching a good deal.
- ** Max Bazerman, the endowment effect has "potentially dysfunctional anchor point, making mutually
beneficial trades more difficult"
11. Ignoring Other's Cognitions Failure to consider other party's thoughts/perceptions, leads to simplified
thinking, than about complex processes. - This leads to a more distributive strategy.
12. Reactive Devaluation Process of devaluing the other party's concessions, simply because the other party made
them.
- Devaluation reactions occur "I just don't like them", leads to negotiators to minimize the
magnitude of a concession made by a disliked other, therefore reduces their willingness to respond with a
concessions of equal in size.
------------------------------------------------------------------------------------~ Mood, Emotion, and Negotiation
- Negotiations create both Positive & Negative Emotions
- Positive = Result from being attracted to the other party; feeling good about the development of the
negotiation process/progress made.
- Negative = Result from lack of progress/process, disliking the results.
- Dejection-Related Emotions Disappointed, frustrated, or dissatisfied.
- Agitation-Related Emotions May lead to retaliate or get out of situation.
-
Positive Feelings may lead to Negative Consequences Positive moods make one less likely to examine
closely to the other party's arguments.
- May therefore be more susceptible to a competitive opponents deceptive tactics.
Negative feelings may create Positive Outcomes Negative feelings can act as a danger signal, that needs
attention and signals to the other party to search for a resolution.