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

N5 Perception, Cognition, and Emotion



Perception, cognition and emotion .The perception is related to the process of negotiation, with particular attention to forms of perceptual distortion that can cause problems of understanding and meaning making for negotiators. Perception defined process by which individuals connect to their environment and sense-making process. This selective perception occurs through a number of perceptual “shortcuts” that allow to process information . Perceptual distortion have a four major perceptual errors stereotyping, Halo effects, selective perception, and projection.

A frame is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursure or avoid subsequent actions. Framing about focusing, shaping and organizing around negotitor. If so can be shaped or reshaped as a function of information and communication during negotiation . This is a several aspects of frames

different type of frames.

How frames work in negotiation situations.

The interests /right /power approach to negotiation framing.

How frame change as a negotiation encounter evolves.

Cognitive biases in negotiation in this one we examine how negotiators use information to make a decisions during the negotiation. Better than being perfect processors of information , it is quite clear that negotiation have a tendency to make systematic have a tendency to make systematic errors . These errors collectively labeled cognitive biases, tend to impede negotiatior performance including the irrational escalation of commitment, mythical fixed-pie beliefs,the process of anchoring and adjustment in decision making, issue and problem framing, the availability of information, the winner's curse, negotiatior overconfidence,the law of small numbers, self-serving biases, the endowment effect, the tendency to ignore others cognitions and the process of reactive devaluation. Mood, Emotion and negotiation is based on three characteristics: specificity, intensity, and duration



N4 Negotiation: Strategy and Planning



We have reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engagement in a process that permits both parties to maximize their objectives.

We began this chapter with a basic understanding of the concepts of strategy, and discussed the importance of setting clear goals, based on the key. We than presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model

The chapter began with an overview of the integrative negotiation process. High level of concern for both sides achieving their own objectives propels a collaborative, problem-solving approach. Negotiators frequently fail at integrative negotiation because they fail to perceive the integrative potential of the negotiating situation. However, breakdowns also occur due to distributive assumptions about negotiating , the mixed-motive nature of the issues, or the negotiators previous relationship with each other.

N3 Strategy and Tactics of Integrative Negotiation



we studied the key strategies and tactics of integrative negotiation The integrative negotiation process can be explained into 4 major steps. First is to identify and define the problem, then, make the understanding problem and bring the interests and needs to the surface. The third one is generating alternative solutions to the problem. Last is evaluating the alternatives and selecting among them.

As against distributive bargaining which is focused at creating win-lose situations for one of the parties involved and maximizing one’s gains from a negotiation process, integrative negotiation aims to create a win-win situation and value for all parties involved in a negotiation with the aim of ensuring that all parties walk away from the negotiation table satisfied.

Honesty, integrity, maturity, systems orientation, superior listening skills and abundance mentality are key qualities of a successful integrative negotiator.

N2 Strategy and Tactics of Distributive Bargaining



In this chapter, we looked at the key elements of distributive bargaining, namely, the bargaining mix, the BATNA, the bargaining range, the settlement point and the stalemate.
We realized that, although ethical concerns exist for using distributive bargaining tactics, it is still important to study distributive bargaining so that negotiators can succeed in situations that are distributive. We studied positions commonly taken during the bargaining process such as the initial offer and the resistance point and we looked at strategies for closing a deal.
Most negotiation situations are exclusively distributive, with very little use made of integrative negotiation. Hence, knowledge of distributive bargaining will help a manager succeed in distributive bargaining situations because of the prevalence of the use of this mode of negotiation here.

N1 The Nature of Negotiation



In this chapter, we learn that interdependence is the relationship between people and groups that often leads them to negotiate. you will learn how to set the groundwork for a thorough and detailed examination of the negotiation process. Began with examples from the news of events around the world and examples from our everyday experience. And used these examples to introduce the variety of negotiations that occur daily and to discuss how we will present material in this book.

In negotiations, there is usually a conflict of needs and desires between all parties involved, and there is need to engage in mutual adjustment of one’s expectations of outcomes from the bargaining process. Hence, in negotiations, there is a give-and-take process that usually occurs.

Successful negotiation involves the management of tangibles and intangibles as all parties involved try to move towards their settlement point and try to claim value from the negotiation.



L12 Leadership Though Effective External Relations

This chapter talked about guidelines to help manage external relations in daily encounters and in crisis situation toward the company’s positive image. We should know how to apply the communication strategy to external relations, how to shape a positive image, how to deal with the media, and how to manage crisis communication.

In developing an external relations strategy, the company should clarify purpose and strategic objectives. The messages communicated in all external materials should be clear and consistent in order to avoid confusion and unwanted associations. Then, the company should priority identify major external stakeholders which include many or all of the following: media, community, customers, investors, analysts, board, partners, distributors, suppliers or vendors, trade associations, unions, interest groups, retirees, competitors, government agencies, and the public at large. The major messages are created in the criteria of honesty, clearness, consistency, and meaningfulness. The spokespersons must be at the right level for the problem, must project a positive ethos, and should have received media training. Deciding on the most effective media or forum to ensure reaching the stakeholders is one of the critical components to develop the external relations. Timing of the external message can be also critical. In monitoring the results, there are two common methods used to obtain feedback from the external stakeholders as follow: focus group and surveys.

In building and maintaining a positive corporate image, the company can design campaigns to promote as a whole, carry out ambitious program to champion product quality and customer service, maintain systems to screen employee activities for reputation side effects, demonstrate sensitivity to the environment, hire internal communication staff and retain public relations firms, and demonstrate “corporate citizenship”.

In working with the news media, the company should understand the media’s role and importance, decide when to talk to the media, and prepare for and deliver a media interview.

The company might face with the crisis situation so the following guidelines will help company to respond appropriately.
1. Develop a general crisis communication plan and communicate it
2. Once the crisis occurs, respond quickly,
3. Make sure you have the right people ready to respond and that they all respond with the same message
4. Put yourself in the shoes of your audience
5. Do not overlook the value of the web
6. Revisit your crisis communication plan frequently
7. Build in a way to monitor the coverage
8. Perform a post crisis evaluation

L11 Leadership Through Strategic Internal Communication

This chapter talked about the effective internal communication leadership which is an important tool for management to direct the organization and motivate employee. This chapter also focused on establishing leadership through strategic communication with the employees. They start with recognizing the strategic role of employee communication. We should ensure the employee communication connects to the strategic objectives. We should assess the employee communication effectiveness in order to coach or encourage them for accomplishing the organization’s goal. In the effective internal communication stage, there are the core factors as follow:
- Supportive management
- Targeted messages
- Effective media/forum
- Well-positioned staff
- Ongoing assessment
We need the missions and vision to strengthen the internal communication by understanding the importance of mission and vision, defining missions and visions, ensuring the mission and vision are effective, and building an effective mission and vision. For Building an Effective mission and vision, we might start with create initial draft, then clarify the meaning. The mission and vision need to be concise. The strategic objectives are developed to make the vision. Cascading meeting is the way to test the employee about the mission and vision. It might start with the upper level of the organization broken into functions or division and then give way to cross-level, functional, or divisional meetings. Next step is the designing and implementing effective change communication which should begin with determining the scope of the change communication program, and then structuring a communication program for major change.

L10 High-Performing Team Leadership

Leaders need to know how to build and how to manage them to achieve high-Performance. Including to use teams across our organization by building an effective team. Deciding to form teams the best approach to achieve the organizational objectives or specific goal or targeted result. We will need to look closely at how we will form team. Who should be on teams based on functional responsibilities and Teams member should have a skills that complement rather than duplicate each other, although teams may develop some of the required skill after the team forms. Establishing the necessary team work processes by selected team members know they are on our team. We will want to schedule a launch, The primary causes of conflict in a team are poorly defined goals and purpose and lack of clarity about the approach to the work and problem solving. Although team members will get to know each other through day-to-day interactions while working together, the team members can shorten the learning curve by discussing the following information at the first team meeting by position and responsibilities, Team experiences, expectations, personality, and cultural differences. We can classify the internal team conflict into four types; Analytical conflict, Task conflict, Interpersonal conflict, and Roles conflict. The virtual teams are teams whose member are geographically dispersed and rely primarily on technology for communication and to accomplish their work as a team. There are several advantages be provided by using virtual team such as lowering travel cost, reducing project schedules, improving efficiency, and so on. The virtual team needs to have more structure than a traditional team so the member should be trained and practice.

L9 Meetings Leadership and Productivity

This chapter will help leaders and other meeting planners avoid these seven deadly sins(negative in meeting) and conduct productive meetings by determining when a meeting is the best forum for achieving the required result, establishing objective, outcomes, and agenda: performing essential planning, clarifying roles and establishing ground rule, using common problem solving techniques, managing meeting problem, and ensuring that follow up occurs. And focuses on small group meetings. Leaders will be to stop most of the meeting problem by careful planning and by developing and enforcing ground rules. A facilitator's primary responsibility is to ensure that process problems do not interfere with the success of the meeting. Facilitator help keep the meeting focused on the objective and ensure redirection if it gets off track . Skilled facilitators should be prepared by

1 Handle some of the most common meeting problems

2 Manage meeting conflict

3 Deal with issues arising form cultural differences

L8 Cross-Cultural Literacy and Communication

This chapter will help leaders and other meeting planners avoid these seven deadly sins(negative in meeting) and conduct productive meetings by determining when a meeting is the best forum for achieving the required result, establishing objective, outcomes, and agenda: performing essential planning, clarifying roles and establishing ground rule, using common problem solving techniques, managing meeting problem, and ensuring that follow up occurs. And focuses on small group meetings.

L7 Emotional Intelligence and Interpersonal Skills for Leaders

 

Leaders need emotional intelligence and outstanding interpersonal skills. Emotional intelligence also called emotional quotient <EQ> and social knowledge and the ability to

1. Be aware of, understand, and express yourself
2. Be aware of, understand, and relate to other
3. Deal with strong emotions and control your impulses
4. Adapt to change and solve problems of a personal or social nature

connecting Emotional Intelligence to leadership styles. The styles of communication will differ from leader to leader and form organization to organization, and the leaders will reveal that style by how they choose to communicate with emplyees.

Emotional intelligence and Interpersonal skills are sometimes used interchangeably, but a useful distinction is to see emotional intelligence as what is going on inside of us and interpersonal skills as emotional intelligence in action as we interact with others.

After that to developing to improving emotional intelligence by knowing yourself, and improving nonverbal skills such as walking, carry ourselves, stand in relation to others, use our hands. All of these're type of nonverbal communication, Knowing something about nonverbal communication clearly important for anyone want to improve themselves communication skill for any leaders.

Then also have to improving listening skills, As a leaders it is not only essential to be a good listener, but you want others to see that your are listening, good listening is not easy, but just only your focus something when your listening, and then motivating and mentoring, networking.

L6 Graphics and Powerpoint with a Leadership Edge

The Leaders need to know when and how to use the graphics for presentation. The beginning with recognizing when Leaders using the graphics and powerpoint . Purposely, we use the graphics when we would like to create the message, to provide a road map to the structure of a presentation ans using a text chart to establish the agenda or discussion topics is one very common method of establishing a road map to the structure of a presentation, to illustrate relationships and concepts visually, to support assertions are often quantitative charts, to emphasize important ideas and using graphics to maintain and enhance interest requires a words of warning, adding interest means introducing some variety in our slides.

We also have to clarify our message what type it better and content of the scaled depiction of data graph should be add to, supported or explained that message best. The next step is creating meaningful and effective text layouts then we have to employ fundamental graphic content and design principles. This step contains the conveying message clearly and effectively, selecting the most effective colors that easy to see and selecting the most effective fonts. Last making the most of PowerPoint as a design and presentation tool. Focus of this section is on using powerpoint as a tool to communicate our content more effect

Start at selecting and designing layouts and templates, Focusing on meaningful of content creating encourages the use of few words and fairly simply graphics. For more complex message, creating documents by using powerpoint can be used to create documents that include graphics as well, inserting graphs and other objects , using animation to supporting the main massages, and delivering effectively using PowerPoint.

L5 Leadership Presentations

Planing a presentation by determining strategy to clarify purpose to write and need to define the purpose of presentation and develop a communication strategy by using framework , context, purpose, audience, timing, feedback, the select the medium and the delivery method , should form options . There are most common types of presentation -the round table, the stand-up , the impromptu. After that should prepare a presentation to achieve the greatest impact by develop the introduction, the body , the conclusion, and creating the graphics for the presentation including quantitative,structural, spatial and hilly complex. Testing the flow and logic take after planning and presentation and before practicing to ensure that our presentation flow smoothly. Test by telling the story of our presentation aloud to ourselves and to someone else. Editing and proofreading then practicing to facilitate effective delivery.

L4 Creating Written Leadership Communication

Creating Written leadership communication the accomplish our communication objectives. It starts at selecting the most effective communication mediums such as text message, e-mail. And creating individual and team written communication by select the most appropriate medium and perfect our written communications with a team or group Having some plan to get good productivity whether we create the documents alone or in group.

Organizing the content coherently focuses specifically on creating coherence when writing typical business documents by organizing the content and including the content expected by our audience. This chapter also provides this information how to conform to content and formatting expectations in correspondence (Letters, Memos, and E-mails), and including expected content in reports. Many reports serve multiple purposes such as informing, instructing and persuading. The formal report contents orderly start with letter or memo or preface, cover, title page, table of contents, executive summary, introduction, discussion, and appendix. Formatting is important in creating a professional appearance for all of your documents, correspondence and reports. It’s easier for the audiences to read. The documents should conform to the business writing standards such as Layout, Spacing and Alignment, Font type and size, Using heading, and Formatting lists. 

L3 The Language of Leaders

This chapter is to help you create a positive ethos through the effective use of language--the use of the right words in the right way to achieve the outcome you intend. When u speak and when you write, we need to possess confidence not only in our know ledge . You reveal your ethos through the language you use. If you are unsure and lack confidence in your writing or speaking abilities, your choice of words, your style, and your tone will reveal it . If ,on the other hand, you are confident in your ability to use the language of leaders, that confidence will resonate in your words and enhance your influence with all your targeted audiences.

A leader want your audience to perceive positive ethos in your tone, to see you as confident, and to trust and believe you. This chapter begins by discussing how you can achieve a positive ethos through your writing and speaking style, which your audience perceives as your tone. It provides ways to make your style more concise and , by doing so , ensure that you sound more forceful and confident. It then reviews briefly the correct use of language expected in leadership communication and concludes by showing you techniques the help you edit your own work.

L2 Leadership Communication Purpose, Strategy, and Structure

This chapter we will about communication strategy to achieve communication goals, whether those goals involve a fairly narrow communication activity, like e-mail sent to apply for a job. Or presentation. Or a part of a large communication event. Effective communication strategy allows you to anticipate and more likely avoid the barries and therefore. Eliminate the interferences that can prevent you message . We have to clarifying the purpose and generating idea and connecting thinking and communicating. And then considering the communication context like where does the communication fall in the overall flow of communication first or last?. Like wht happened before and after? And using a strategy framework to help us develop the how-to-use and when to use it. Creating action plan preparing for a major communication event. Or any communication that will reach audiences and effect an entire organization. About analyzing audiences by expertise, by decision-making style, by medium, by organizational context

L1 What's Leadership Communication?

In real world . The leader must be able to have a good communicate and know about how to communicate. All of which depend on communication, verbal and non-verbal. It meaning form one person to another person or to the groups and There would be no miscommunication or misunderstanding. The sender should understand context and the receiver. And send a clear massages. Receiver get to understand that message . It meaning the leader have a good communication. To be a leader, we need to master the skills at the core. The corporate communication skills need to interact successfully with internal audiences and external stakeholders. Communication strategy is including core communication skills, organizational communication skills and corporate communication skills.

Projecting a positive leadership ethos, Ethos refers to qualities of greater depth and substance. It ties more directly to our character. A positive ethos will take leaders a long way towards influencing their audience with their intended message. In contrast a negative ethos is one of the greatest barriers to effective communication. Successful leadership communication depends on projecting a positive ethos.

The importance of understanding our audience cannot be overemphasized. Combine power and trust and encourage the audience to trust us and believe our message.