Ana Negotiation w10

DRM 2053
Negotiation
Techniques
DR HJH AIDA NASIRAH ABDULLAH
NEGOTIATION 7e
Lewicki Saunders
Barry
UNIVERSITI PERTAHANAN NASIONAL MALAYSIA
1-1
2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not
authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated,
forwarded, distributed, or posted on a website, in whole or part.
2-1
WEEK 10
RELATIONSHIPS IN
NEGOTIATION
- Issues and Best
Practices in
Negotiation
10-2
NEGOTIATING THROUGH OTHERS

WITHIN A RELATIONSHIP
The Adequacy of Established Research
for Understanding Negotiation within

Relationships
Forms of Relationships
Key Elements in Managing Negotiations
within Relationships
10-3
ADEQUACY OF ESTABLISHED
RESEARCH FOR UNDERSTANDING
NEGOTIATION WITHIN
RELATIONSHIPS
Current negotiation theory is based on
transactional research. Only recently have
researchers begun to examine negotiations
in a relationship context:
Negotiating within relationships takes place
over time
Negotiation is often not a way to discuss an
issue, but a way to learn more about the
other party and increase interdependence
Resolution of simple distributive issues has
10-4
implications for the future
RESEARCH FOR
UNDERSTANDING NEGOTIATION
WITHIN RELATIONSHIPS
Distributive issues within relationships
can be emotionally hot

Negotiating within relationships may
never end
Parties may defer negotiations over tough
issues in order to start on the right foot

Attempting to anticipate the future and
negotiate everything up front is often
impossible
Issues on which parties truly disagree may
go inaway
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sale or distribution
any manner. This document may not be copied, scanned, duplicated,
10-5
RESEARCH FOR UNDERSTANDING
NEGOTIATION WITHIN
RELATIONSHIPS
In many negotiations, the other person is
the focal problem.

In some negotiations, relationship
preservation is the overarching
negotiation goal, and parties may make
concessions on substantive issues to
preserve or enhance the relationship
10-6
FORMS OF RELATIONSHIPS
Four fundamental relationship forms:
1. Communal sharing
2. Authority ranking
3. Equality matching
4. Market pricing
10-7
1. Communal sharing
A relation of unity, community, collective
identity, and kindness, typically enacted

among close kin
Such relationships are found in:
Families
Clubs
Fraternal organizations
Ethnic Groups
Neighborhoods
10-8
2. Authority ranking
A relationship of asymmetric differences,
commonly exhibited in a hierarchical

ordering of status and precedence
Examples include:
Subordinates to bosses
Soldiers to their commander
Negotiators to their constituents
10-9
3. Equality matching
A one-to-one correspondence
relationship in which people are distinct

but equal, as manifested in balanced
reciprocity (or tit-for-tat revenge)
Examples include:
College roommates
10-10
4. Market pricing
Based on metrics of valuation by which
people compare different commodities

and calculate exchange and cost/benefit
ratios
Examples can be drawn from all kinds of
buyerseller transactions
10-11
NEGOTIATIONS IN
COMMUNAL RELATIONSHIPS
Parties in a communal sharing
relationship:
Are more cooperative and
empathetic
Craft better quality agreements
Perform better on both decision
making and motor tasks
Focus their attention on the other
partys outcomes as well as their
own
Focus attention on the norms that
10-12
NEGOTIATIONS IN
COMMUNAL RELATIONSHIPS
Parties in a communal sharing
relationship (cont.):
Are more likely to share information
with the other and less likely to use
coercive tactics
Are more likely to use indirect
communication about conflict issues,
and develop a unique conflict
structure
May be more likely to use
compromise or problem solving
strategies for resolving conflicts
10-13
KEY ELEMENTS IN MANAGING

NEGOTIATIONS WITHIN RELATIONSHIPS
Reputation
Trust
Justice
10-14

Reputation
Perceptual and highly subjective in nature
An individual can have a number of
different, even conflicting, reputations
Shaped by past behavior
Influenced by an individuals personal
characteristics and accomplishments.
Develops over time; once developed, is
hard to change.
Negative reputations are difficult to
repair
10-15

Trust
An individuals belief in and willingness to
act on the words, actions and decisions of
another
Three things that contribute to trust
1. Individuals chronic disposition toward trust
2. Situation factors
3. History of the relationship between the parties
10-16

Two different types of trust:
Calculus-based trust
Individual will do what they say because
they are rewarded for keeping their word

or they fear the consequences of not
doing what they say
Identification-based trust
Identification with the others desires and
intentions. Trust exists because the
parties effectively understand and
appreciate each others wants; mutual
understanding is developed to the point
that
eachin any
can
effectively
for the
authorized for sale
or distribution
manner.
This document mayact
not be copied,
scanned,other.
duplicated,
10-17

Trust (cont.)
Trust is different from distrust
Trust is considered to be confident
positive expectations of anothers

conduct
Distrust is defined as confident negative
expectations of anothers conduct i.e.,
we can confidently predict that some
other people will act to take advantage of
us
Trust and distrust can co-exist in a
relationship
10-18
ACTIONS TO MANAGE DIFFERENT

FORMS OF TRUST IN NEGOTIATIONS
How to increase calculus-based trust
Create and meet the other party's expectations

Stress the benefits of creating mutual trust
Establish credibility; make sure statements are honest
and accurate
Keep promises; follow through on commitments
Develop a good reputation
How to increase identification-based trust

Develop similar interests
Develop similar goals and objectives
Act and respond like the other
Stand for the same principles, values and ideals
2015 byActively
McGraw-Hill Education.
This isyour
proprietary
material solely for authorized
use. Not
discuss
commonalities
andinstructor
develop
plans 10-19
to enhance and strengthen them
ACTIONS TO MANAGE DIFFERENT

FORMS OF TRUST IN NEGOTIATIONS
How to manage calculus-based distrust
Monitor the other partys actions
Prepare formal agreements
Build in plans for inspecting and verifying
commitments
Be vigilant of the others actions; monitor personal
boundaries
Use formal legal mechanisms if there are concerns that
the other might take advantage of you
How to manage identification-based distrust

Expect disagreements
Assume that the other party will exploit or take
advantage of you; monitor your boundaries regularly

Verify information, commitments and promises of the
other party
Minimize
authorized
for sale or distribution
in any manner. This document
not be copied, scanned, duplicated,
interdependence
andmay
self-disclosure
10-20
RECENT RESEARCH ON
TRUST AND NEGOTIATION
Summary of findings about the
relationships between trust and
negotiation behavior:
Many people approach a new relationship
with an unknown other party with remarkably

high levels of trust
Trust tends to cue cooperative behavior
Individual motives also shape trust and
expectations of the others behavior
Trustors, and those trusted, may focus on
different things as trust is being built
The nature of the negotiation task can shape
2015 byhow
McGraw-Hill
Education. This
is proprietary
material
solely for authorized instructor use. Not
parties
judge
the
trust
10-21
RECENT RESEARCH ON
negotiation behavior (cont.):
Greater expectations of trust between
negotiators leads to greater information

sharing
Greater information sharing enhances
effectiveness in achieving a good negotiation
outcome
Distributive processes lead negotiators to see
the negotiation dialogue, and critical events in
dialogue,
largely
about
theinstructor
nature
of the10-22
2015 bythe
McGraw-Hill
Education. This isas
proprietary
material solely
for authorized
use. Not
task.
forwarded,negotiation
distributed, or posted on a
website, in whole or part.
RECENT RESEARCH ON
negotiation behavior (cont.):
Trust increases the likelihood that negotiation
will proceed on a favorable course over the life

of a negotiation
Face-to-face negotiation encourages greater
trust development than negotiation online
Negotiators who are representing others
interests, rather than their own interests, tend
to behave in a less trusting way
10-23

NEGOTIATIONS WITHIN
RELATIONSHIPS
Justice
Can take several forms:

Distributive justice
The distribution of outcomes
Procedural justice
The process of determining outcomes
Interactional justice
How parties treat each other in one-to-one
relationships
Systemic justice
How organizations appear to treat groups of
individuals
10-24
REPAIRING A RELATIONSHIP
Diagnostic steps in beginning to work on
improving a relationship:
What might be causing any present
misunderstanding, and what can I do to

understand it better?
What might be causing a lack of trust, and
what can I do to begin to repair trust that
might have been broken?
10-25
Diagnostic steps (cont.):
What might be causing one or both of us to
feel coerced, and what can I do to put the
focus on persuasion rather than coercion?
feel disrespected, and what can I do to
demonstrate acceptance and respect?
10-26
Diagnostic steps (cont.):
get upset, and what can I do to balance
emotion and reason?
10-27
TEN BEST PRACTICES FOR

NEGOTIATORS
1. Be prepared
Understand and articulate your goals
and interests
Set high but achievable aspirations for
negotiation
2. Diagnose the fundamental structure of

the negotiation
Make conscious decisions about the
nature of the
negotiation: is it a distributive or
integrative
negotiation or blend of the two
Choose
strategies
and tactics
forwarded, distributed,
or posted
on a website,
in whole or part.
10-28
20-28

NEGOTIATORS
3. Identify and work the BATNA
Be vigilant about the BATNA

Be aware of the other negotiators BATNA
4. Be willing to walk away

Strong negotiators are willing to walk away
when no
agreement is better than a poor
agreement
Have a clear walkaway point in mind
where you will
halt the negotiation
10-29
20-29

NEGOTIATORS
5. Master the key paradoxes of negotiation
Claiming value versus creating value
Sticking by your principles versus being
resilient to
the flow
Sticking with the strategy versus
opportunistic pursuit
of new options
Facing the dilemma of honesty: honest and
open
versus closed and opaque
Facing the dilemma of trust: trust versus
10-30
20-30
distrust

NEGOTIATORS
6. Remember the intangibles
See what is not there
Ask questions
Take an observer or listener with you to the
negotiation
7. Actively manage coalitions

Coalitions against you
Coalitions that support you
Undefined coalitions that may materialize
for or against you
10-31
20-31

NEGOTIATORS
8. Savor and protect your reputation

Start negotiation with a positive reputation
Shape your reputation by acting in a
consistent and
fair manner
9. Remember that rationality and fairness

are relative
Question your perceptions of fairness and
ground
them in clear principles
Find external benchmarks of fair outcomes
Engage
in dialogue
reach
consensus
on
2015 by McGraw-Hill
Education.
This is proprietary
material solely forto
authorized
instructor
use. Not
10-32
20-32

NEGOTIATORS
10. Continue to learn from your experience
Practice the art and science of negotiation
Analyze each negotiation
Plan a personal reflection time after each

negotiation
Periodically take a lesson from a trainer or a
coach
Keep a personal diary on strengths and
weaknesses and develop a plan to work on
weaknesses
10-33
20-33

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DRM 2053

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

NEGOTIATING THROUGH OTHERS

for Understanding Negotiation within

can be emotionally hot

issues in order to start on the right foot

the focal problem.

identity, and kindness, typically enacted

commonly exhibited in a hierarchical

relationship in which people are distinct

people compare different commodities

KEY ELEMENTS IN MANAGING

KEY ELEMENTS IN MANAGING

KEY ELEMENTS IN MANAGING

KEY ELEMENTS IN MANAGING

they are rewarded for keeping their word

KEY ELEMENTS IN MANAGING

Trust is considered to be confident

positive expectations of anothers

ACTIONS TO MANAGE DIFFERENT

Create and meet the other party's expectations

How to increase identification-based trust

to enhance and strengthen them

forwarded, distributed, or posted on a website, in whole or part.

ACTIONS TO MANAGE DIFFERENT

How to manage identification-based distrust

advantage of you; monitor your boundaries regularly

Many people approach a new relationship

with an unknown other party with remarkably

negotiators leads to greater information

will proceed on a favorable course over the life

KEY ELEMENTS IN MANAGING

Can take several forms:

misunderstanding, and what can I do to

TEN BEST PRACTICES FOR

2. Diagnose the fundamental structure of

TEN BEST PRACTICES FOR

Be vigilant about the BATNA

4. Be willing to walk away

TEN BEST PRACTICES FOR

TEN BEST PRACTICES FOR

7. Actively manage coalitions

TEN BEST PRACTICES FOR

8. Savor and protect your reputation

9. Remember that rationality and fairness

TEN BEST PRACTICES FOR

Plan a personal reflection time after each

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