01 Intro Rev

MGMT 3140
NEGOTIATION
Prof Stephen W. Nason PhD Adjunct Associate Professor of Management
Prof Stephen W. Nason All Rights Reserved
SESSION 1
NEGOTIATION INTRODUCTION
Who Likes Negotiating?

Why is Negotiation Important? Negotiation is something that everyone does, almost every day
Most People are Bad Negotiators

CLASS NOTES: Effective Negotiation
Prof Stephen W. Nason All Rights Reserved 3
Most People are BAD Negotiators!

Investigations show that people do not negotiate well
Less than 4 percent of managers reach win-win outcomes when put to the
test (Nadler, Thompson, & Van Boven, 2003)
Even when negotiators are privately in perfect agreement, they fail to realize it 50 percent of the time (Thompson & Hrebec, 1996)

Why are people such BAD Negotiators?
Faulty Feedback
After most negotiations people never know what would have happened if
negotiated differently Never know what others might have achieved in the same situation
Satisficing and Excessive Optimizing

Satisficing- accepting a satisfactory result
Excessive Optimizing by refusing to accept anything but the best result you end up with nothing
Self-Reinforcing Incompetence
Most negotiate poorly, and with experience, they become even better at negotiating poorly

Common Negotiation Errors:
Leaving money on the table (lose-lose negotiation)
Settling for too little (the winners curse)

Walking away from the table Settling for terms worse than your alternative (the agreement bias)

Common Negotiation Myths:
Myth 1: Negotiations are fixed-sum
Myth 2: You need to be tough

Myth 3: Good negotiators are born Myth 4: Experience is a great teacher Myth 5: Good negotiators take risks Myth 6: Good negotiators rely on intuition

What is the best way to develop negotiation skills:
Experience
Listen to the wisdom of your professor
Neither work well

Experience with

Comparison of outcomes Comparison of approaches Experimentation Discussion CLASS NOTES: Effective Negotiation
Course Learning Objectives
Improve your ability to negotiate successfully

Science (Mind)
Heart (Emotions) Art of Negotiation
General strategy for successful negotiation

Enlightened model of negotiation

Negotiation Outline: Where are We Going?

Negotiation
Fundamentals Nature of Negotiation Distributive Negotiations Integrative Negotiations Strategy & Tactics Disputes Coalitions & Multiple Parties Processes Perception & Biases Contexts Salary Negotiations Ultimatums International Negotiations Groups Remedies Difficult Negotiations Video Analysis

Negotiation Fundamentals Outline: Where are We Going Today?

Negotiation Fundamentals
The Negotiation Process
Course outline
Two or more parties

Interdependence Mutual Adjustment Perception and Biases
Sat. Structure Structure

Grading
Syllabus

Negotiations: Definition
When two or more parties have different preferences but need to reach a
joint decision they enter into a negotiation

Negotiation Research from:
Psychology
Economics
Law Political science Communications Sociology Anthropology Labor relations CLASS NOTES: Effective Negotiation
Some Characteristics of the Negotiating Process:
Two or more parties
Parties have different or competing interests

Both parties think they can influence the other Interdependence Mutual Adjustment Success involves managing psychological and perceptual as well as obvious aspects of negotiating

Interdependence
Both Parties can Benefit from Working Together Somehow
Distributive negotiations (Zero Sum):

Goals are completely conflicting The more one wins the more the other looses
Integrative (Win-Win):
Both parties can achieve their goals together Together both parties can create something that neither could create on its own

Mutual Adjustment
Your success depends on the actions of the other party in the negotiation
Dilemma of honesty:
How truthful should you be?
Dilemma of trust: How much do you believe the other party?
Both Parties Will Need to Adjust Their Behavior in Response to the Others Actions
Psychological Aspects of Negotiation
Need to look good Esteem Fear Desire to win
Culture Values Expectations Power
Emotions
Control

Perception vs. Truth
Reality is less important than peoples perception of reality

Negotiation Syllabus
Must participate in negotiations
If miss negotiations will miss the learning

Do not come to class late!!!! Come at the right time! Come prepared Try your best

Must openly discuss what worked and did not work in class Must accept slides after class, not before CLASS NOTES: Effective Negotiation
MGMT 235: Negotiations

Course Web Page: http://lmes2.ust.hk
Office Hours: By appointment
In general Tues & Thur 4:30 6:00 is a good time
Course Negotiation Materials
Handed out each week
You must pay HK $275

If you do not pay, you do not pass CLASS NOTES: Effective Negotiation
Negotiation Grading
Exam 1 Exam 2 Negotiation Results Negotiation Quizzes Participation Discussion Attendance 35% 35% 5% 5% 10% 10%
100%

Name: Student ID: E-mail: Major: Where are you from:
Something interesting about yourself

Stephen Nasons
Personal Background
23

01 Intro Rev

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

01 Intro Rev

Загружено:

Авторское право:

Доступные форматы

MGMT 3140

Prof Stephen W. Nason All Rights Reserved

Prof Stephen W. Nason All Rights Reserved

Who Likes Negotiating?

Most People are Bad Negotiators

Most People are BAD Negotiators!

CLASS NOTES: Effective Negotiation

Why are people such BAD Negotiators?

Satisficing and Excessive Optimizing

CLASS NOTES: Effective Negotiation

Common Negotiation Errors:

Leaving money on the table (lose-lose negotiation)

Settling for too little (the winners curse)

CLASS NOTES: Effective Negotiation

Common Negotiation Myths:

Myth 1: Negotiations are fixed-sum

Myth 2: You need to be tough

CLASS NOTES: Effective Negotiation

What is the best way to develop negotiation skills:

Listen to the wisdom of your professor

Neither work well

Course Learning Objectives

Improve your ability to negotiate successfully

General strategy for successful negotiation

CLASS NOTES: Effective Negotiation

Negotiation Outline: Where are We Going?

CLASS NOTES: Effective Negotiation

Negotiation Fundamentals Outline: Where are We Going Today?

Two or more parties

Sat. Structure Structure

CLASS NOTES: Effective Negotiation

joint decision they enter into a negotiation

CLASS NOTES: Effective Negotiation

Negotiation Research from:

Some Characteristics of the Negotiating Process:

Two or more parties

Parties have different or competing interests

CLASS NOTES: Effective Negotiation

Distributive negotiations (Zero Sum):

CLASS NOTES: Effective Negotiation

Dilemma of trust: How much do you believe the other party?

Psychological Aspects of Negotiation

Need to look good Esteem Fear Desire to win

Culture Values Expectations Power

CLASS NOTES: Effective Negotiation

Perception vs. Truth

Reality is less important than peoples perception of reality

CLASS NOTES: Effective Negotiation

Must participate in negotiations

If miss negotiations will miss the learning

MGMT 235: Negotiations

Office Hours: By appointment

In general Tues & Thur 4:30 6:00 is a good time

Course Negotiation Materials

Handed out each week

You must pay HK $275

CLASS NOTES: Effective Negotiation

Name: Student ID: E-mail: Major: Where are you from:

Something interesting about yourself

CLASS NOTES: Effective Negotiation

Prof Stephen W. Nason All Rights Reserved

Вам также может понравиться