N12 Best Practices in Negotiations

The purpose of this chapter is to provide us of negotiation with an overview of the field of negotiation, perspective on the breadth and depth of the sub processes of negotiation, and an appreciation for the art and science of negotiation. We reflect on negotiation at a broad level by providing 10 “best practices” for negotiators.
1. Be Prepared
better prepared have numerous advantages, including the ability to analyze the other party's offers more effectively and efficiently.
2. Diagnose the fundamental structure of the negotiation
Using strategies and tactics that are mismatched will lead to suboptimal negotiation outcomes.
3. Identify and work away
especially important because this is the option that likely will be chosen should an agreement not be reached.
4. Be willing to walk away
Willing to walk away from a negotiation when no agreement is better than a poor agreement.
5. Master the Key Paradoxes of Negotiation
5.1 Claiming Value versus Creating Value
5.2 Sticking by Your Principles versus Being Resilient to the Flow
5.3 Sticking with the Strategy versus Opportunistic Pursuit of New options
5.4 Honest and Open versus Closed and Opaque
5.5 Trust versus Distrust
6. Remember the intangibles
Frequently affect negotiation in a negative way and they often operate out of the negotiation’s awareness
7. Actively manage coalitions
7.1 Coalitions against you
7.2 Coalitions that support you
7.3 Loose, undefined coalitions that my materiel either for against you
8. Savor and protect your reputation
Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.
9. Remember that rationality and fairness are relative
9.1 they can question their own perceptions of fairness and ground them in clear principles
9.2 they can find external benchmarks and examples the suggest fair outcomes
9.3 illuminates definitions of fairness held by the other party and engage in dialogue
10. Continue to learn from the experience
The best negotiators continue to learn from the experience.

N11 International and Cross-Cultural Negotiation

This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross- cultural negotiation. Some of factors make international negotiations different. Description of factors that influence international negotiations: political and legal pluralism, international economics, foreign governmental and bureaucracies, instability, ideology, and culture. Five immediate context factors were discussed next: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders. Each of these environmental and immediate context factors acts to make international negotiators need to understand how to manage them.

The chapter discussed ten ways that culture can influence negotiation: (1) the definition of negotiation, (2) the negotiation opportunity, (3) the selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) the nature of arguments, and (10) emotionalism.

N10 Multiple Parties and Teams

Multiparty Negotiation as one in which more than two parties are working together to achieve a collective objective. And deliberations in several important ways. In every case , the differences are what make multiparty negotiations more complex,challenging,and difficult to manage. Managing multiparty negotiation, what is the most effective way to cope? There are three key stages that characterize multilateral negotiation, the prenegotiation stage is characterized by a good deal of informal contact among the parties. Managing the actual negotiation process is a combination of the group discussion bilateral negotiation, and coalition-building activities described earlier in this volume,it also incorporates a good deal of what we know about how to structure a group discussion as to achieve an effective and endorsed result. Managing the agreement is a final stage the parties must select among the alternatives on the table, they are also like to encounter some last minute problems and issues, such as deadline pressures,the discovery of new issues that were not previously addressed, the need for more information on certain problems or concerns.

N9 Relationships in Negotiation

This chapter focus on the ways these past and future relationships impact present negotiations. First , we examine how a past, ongoing, or future relationship btw negotiators affects the negotiation process, and present a taxonomy of defferrent kind of relationship and the negotiations to occur within them and describe research studies that have examined negotiation process within existing relationships, Three major themes-reputations,trust and justice that effective negotiations within relationship

Your reputation is how other people remember their past experience with you, so it is the legacy that you leave behind after a negotiation encounter with another party. Reputation is a perceptual identity, domonstrated behavior and intended images preserved overtime.

Higher levels of trust make negotiation easier, while lower levels of trust make negotiation more difficult. There are three things that contribute to the level of trust one negotiator may have for another: the individual’s chronic disposition toward trust; situation factors; and the history of the relationship between the parties. Justice issue in relationships is the question of what is fair or just. Not only are various form of justice interrelated, but reputation, trust, and justice all interact in shaping expectations of the other’s behavior

N8 Ethics in Negotiation

Ethical standard for behavior in negotiation. The negotiators need to know about ethics because they often make decision about the strategies might concern about the ethic. The Ethics are broadly applied social standard for what is right or wrong in particular situation, or a process for setting those standard . There are four approaches to ethical reasoning

1. End-result ethics: Rightness of an action is determined by considering consequences
2. Duty ethics: Rightness of an action is determined by considering obligations to apply universal standards and principles
3. Social contract ethics: Rightness of an action is determined by the customs and norms of a community.
4. Personalistic ehtics : Rightness of an action is determined by one's conscience

This chapter also focused on the intentions and motives to use deceptive tactics. Different types of deception can serve different purpose in negotiation. The motivation can affect the tendency to use deceptive tactics. The consequences of unethical conduct are based on whether the tactic is effective; how the other person evaluates the tactic; and how the negotiator evaluates the tactic. When the negotiator uses the tactic that may produce the reaction, the negotiator must prepare to defend. The primary purpose of the explanation and justifications is to rationalize, explain, or excuse the behavior

N7 Finding and Using Negotiation Power

This chapter focuses on leverage in negotiation. By leverage, we mean the tools negotiators can use to give themselves and advantage or increase the probability of achieving their objective. Leverage is often used synonymously with power.

Most negotiators believe that power is important in negotiation, because it gives one negotiator an advantage over the other party. Negotiators who have this advantage usually want to use it to secure a negotiation usually arises from one of two perception:

1. The negotiator believes he or she currently has less leverage than the other parties, so he or she seek power to offset or counterbalance that advantage.

2. The negotiator believes he or she needs more leverage than the other party to increase the probability of securing a desired outcome.

In general, negotiators who don’t care about their power or who have matched power-equally high or low-will find that their deliberation proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome. Power is implicated in the use of many negotiation tactics, such as hinting to the other party that you have good alternatives (a strong BATNA) in order to increase your leverage. In general, people have power when they have “the ability to bring about outcomes they desire” or “the ability to get things done the way them to be done.”

Three sources of power: information and expertise control over resources, and the location within an organizational structure (which leads to either formal authority or informal power based on where one is located relative to flows of information or resources).The concept of leverage in relation to the use of power and influence.

It is important to be clear about the distinction between the two. We treat power as the potential to alter the attitudes and behaviors of others that an individual brings to a given situation. Influence, on the other hand, can be though of as power in action—the actual messages and tactics an individual undertakes in order to change the attitudes and/or behaviors of others. A very large number of influence (leverage) tools that one could use in negotiation. These tools were considered in two broad categories: influence that occurs through the central route to persuasion, and influence that occurs through the peripheral route to persuasion.

N6 Communication

What is communicated during negotiation? Most of the communication during negotiation is not about negotiator preferences. Although the blend of integrative versus distributive content varies as a function of the issues being discussed. It is also clear that the content of communication is only partly responsible for negotiation outcomes.

Offers, Counteroffers, and motives it the most important communications in negotiation are those that convey offers and counteroffer. Information about alternatives is not limited to the exchange of offers and counteroffers, However Another important aspect that has been studied I s how sharing information with the other party influences the negotiation process. Information about outcomes