Negotiation Chapter 12 Best Practices in Negotiations

Chapter Summary

The best Practices for Negotiators

1. Be prepared
2. Diagnose the fundamental structure of the negotiation
3. Identify and work the BATNA
4. Be willing to walk away
5. Master paradoxes
6. Remember the intangibles
7. Actively manage coalitions
8. Savor and protect your reputation
9. Remember that rationality and fairness are relative
10. Continue to learn from the experience

Negotiation chapter 11 International and Cross- Cultural Negotiation

Chapter Summary


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.

Negotiation chapter 10 Multiple Parties and Teams

Chapter summary


In this chapter we studied the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.

One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two- party negotiations.

Negitiation chapter 9 Relationship in Negotiation

Chapter Summary

Much of negotiation theory and research is based on what we have learned in experimental research settings, consisting of two negotiating parties who don’t know each other, don’t expect to deal with each other in the future, and are engaged in a marked transaction over price and quantity.

In addition, we cannot assume that negotiators are involved only in arm’s-Length market transactions about the exchange of fees for good and services. Many negotiations concern how to work together more effectively over time, how to coordinate actions and share responsibilities, or how to manage problems that have arisen in the relationship. We evaluated the status of previous negotiation research- which has focused almost exclusively on market- exchanged relationship- and evaluated its status for different types of relationships, particularly communal-sharing and authority- ranking relationship. Within relationships, we see that parties shift their focus considerably, moving away from a sole focus on price and exchange to also attend to the future of relationship, including the level of trust between the parties and questions of fairness, and to build strong positive reputations. We argue that most negotiations occur within these relationship context, and future work must attend to their unique complexities

Negotiation Chapter 8 Ethics in Negotiation

Chapter Summary


In this chapter discussed the different forms that ethically ambiguous tactics take and how negotiators can respond to another party that may be using tactics of deception or subterfuge.

This chapter suggested that negotiators who are considering the use of deceptive tactics ask themselves the following questions:

- Will they really enhance my power and help me achieve my objective?
- How will the use of these tactics affect the quality of my relationship with the other party in the future?
- How will the use of these tactics affect my reputation as a negotiator?

Negotiators frequently overlook the fact that, although unethical or expedient tactics may get them what they want in the short run, these same tactics typically lead to tarnished reputations and diminished effectiveness in the long run.

Negotiation Chapter 7Finding and Using Negotiation Power

Chapter summary


We suggested that there were two major ways to think about power: “power over”, which suggests that power is fundamentally dominating and coercive in nature, and “power with”, suggesting that power is jointly shared with the other party to collectively develop joint goals and objectives. There is a great tendency to see and define power as the former, but as we have discussed in this chapter and our review of the basic negotiation strategies, “power with” is critical to successful integrative negotiation.

We reviewed five major sources of power:
1. Informational sources of power (information and expertise)
2. Personal sources of power (psychological orientation, cognitive orientation, motivational orientation, motivational orientation, moral orientation, and certain dispositions and skills).
3. Position –based sources of power (legitimate power and resource control).
4. Relationship –based power (goal interdependence and referent power).
5. Contextual sources of power availability of BATNA s, availability of agents, and the organizational or national culture in which the negotiation occurs).

LC Chapter 10 Leading through Effective External Relations

LC Chapter 10 Summary

Leading through Effective External Relations

Managing external relations effectively is essential for organizational leaders; however, external relations do not exit in isolation. Companies must link all communication activities to ensure that what the outside world sees and hears reflects what the inside world lives.

Today, more than ever before, the public expects companies to demonstrate social responsibility and behave ethically in all that they do internally and externally.

All leaders of organizations must realize that their companies’ reputations depend on their internal ethos and perceptions of their many external stakeholders. They cannot ignore the importance of establishing and maintaining a positive reputation or obtain and keep it.

LC Chapter 9 Establishing Leadership though Strategic Internal Communication

LC Chapter 9 Summary

Establishing Leadership though Strategic Internal Communication

One of the major responsibilities of an organizational leader is communication with employees.
Organizational directional direction comes from leaders having created and effectively communicated a clear and meaningful vision. Developing and communicating a vision is one of the most important and visible communication tasks of senior management.

Employees are motivated when, through words and actions, the leaders carefully translate the vision and strategic goals into terms that are meaningful to all employees.

The strategy for internal communication consists of the basic components of any effective business communication strategy, such as audience analysis, targeted messages, and appropriate media, but it is also much more than processes and products. Internal communication holds an organization together. Good internal communication provides the direction needed to reach strategic and financial goals and encourage productivity. It enables the smooth operation of the organization when interwoven seamlessly into all other processes of the organization.

LC Chapter 8 Building and Leading High- Performing Teams

LC Chapter 8 Summary
Building and Leading High- Performing Teams

This chapter has discussed the best approach to ensuring all team activities run smoothly so that the team achieves its objectives. It has provided team leaders and team facilitators tools to help them build and manage a team. No doubt, leading a team and working on a team present some challenges, but with the right approach, a team can work through the challenges, achieve high performance.

LC Chapter 7 Leading Productive Meeting

LC Chapter 7

Leading Productive Meetings

The seven Deadly Sins of Meeting

1. People don’t take meeting seriously.
2. Meetings are too long
3. People wander off the topic.
4. Nothing happens once the meeting ends.
5. People don’t tell truth
6. Meetings are always missing important information, so they postpone critical decisions.
7. Meeting never get better.
This chapter tells us avoid these seven deadly sins. I learnt to plan and conductive meetings by determining when a meeting is the best forum for achieving the required result; establish objectives, outcomes, and agenda; performing essential planning; clarifying roles and establishing ground rules; using common problem- solving techniques; managing meeting problems; and ensuring following- up occurs.

Meeting can be small or large, internal or external, frequent or infrequent. This chapter focuses primarily on small-group meeting intended to accomplish tasks or move actions forward inside an organization since these are the most prevalent types of professional meetings.

LC CHAPTER 3

LC CHAPTER 3
USING LANGUAGE TO ACHIEVE A LEADERSHIP PURPOSE
SUMMARY


In this chapter we learned to do following:
- Achieve a positive ethos through tone and style;- Communicate clearly and concisely;- Use language correctly;- Employ efficient editing techniques.
One way to make my writing clear is to make it concise. Clear writing is direct, to the point, and free of jargon, pomposity and wordy constructions.In this chapter we found that 10 guidelines will help us achieve greater conciseness:
- Avoid the overuse of the passive voice – the actor should come first in the sentence; - Avoid expletives, such as “there is” or “it is” – watch for the “it is …that” construction in particular -Avoid the use of prepositional idioms; - Avoid the overuse of relative pronouns – who, which and that; -Avoid the repetition of words and ideas; - Do not overuse descriptive words, particularly adverbs; - Avoid weasel words, ambiguous noncommittal words; - Be aware of jargon and other kinds of gobbledygook; - Avoid nominalizations; - Finally, avoid redundancies

LC CHAPTER 1

LC Chapter 1 Summary

Developing Leadership Communication Strategy

Leaders need to consider strategy in communication just as they do in other areas of their business, profession, or life. Strategy consist of two actions: determining goals and developing a plan to achieve them.
Establishing a clear purpose: Leaders recognize that communication has consequences; you need to be sure the results you produce are those you intend. To achieve your intended results, you first need to establish a clear purpose. You will usually find that you have one of three general purposes:
To inform- transferring facts, data, or information to someone
To persuade- convincing someone to do something
To instruct- instructing someone in a process
Generating ideas: If you find you need to analyze an idea before presenting it to others, you will probably find one of the following four methods useful in helping you to push your thinking:
Brainstorming
Idea mapping
The Journalist’s Questions:
The decision tree

NEGOTIATION CHAPTER 6 Communication

Negotiation Chapter 6 Communication

Summary

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.

In the final section of the chapter, we focuses on how to receiver—the target of influence—either can shape and direct what the sender is communicating, or can intellectually resist the persuasive effects of the message. Effective negotiators are skilled not only at crafting persuasive messages, but also at playing the role of skilled “consumers” of the messages that others direct their way.

NEGOTIATION CHAPTER 5 Perception, Cognition, and Emotion

Negotiation Chapter 5 Summary

Perception, Cognition, and Emotion

In this Chapter we learned that perception, cognition, and emotion are the three basic elements in the negotiation. First, the chapter begins with the definition of perception. It shows that perception is the process by which individuals connect to their environment. Then it introduces four type of perceptual distortion: stereotyping, halo effect, selective perception and projection. Second, this chapter discusses the framing which is a key issue in perception and negotiation. It presents seven types of frames and how frames work in the negotiation. Then, the chapter discusses the ways to manage misperceptions and cognitive biases in negotiation. Final, it talks about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.

NEGOTIATION CHAPTER 4 Strategy and planing

SUMMARY

Planning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it. A negotiator who carefully plans will make an effort to do the following:
1. Understand the key issues that must be resolved in the upcoming negotiations;
2. assemble all the issues together and understand the complexity of the bargaining mix;
3. understand and define the key interests at stake that underlie the issues;
4. define the limits – points where we will walk away – and alternatives – other deals we could do if this deal does not work out;
5. clarify the targets to be achieved and the opening points – where we will begin the discussion;
6. understand my constituents and what they expect of me;
7. understand the other party in the negotiation – their goals, issues, strategies, interests, limits, alternatives, targets, openings and authority;
8. plan the process by which I will present and “sell” my ideas to the other party;
9. define the important points of protocol in the process – the agenda, who will be at the table or observing the negotiation, where and when we will negotiate
When negotiators are able to consider and evaluate each of these factors, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.

NEGOTIATION CHAPTER 3 Integrative Negotiation

SUMMARY
In this chapter, 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 engaging in a process that permits both parties to maximize their objectives.
The chapter began with an overview of the integrative negotiation process. A 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. Successful integrative negotiation requires several processes. First, the parties must understand each other's true needs and objectives. Second, they must create a free flow of information and an open exchange of ideas. Third, they must focus on their similarities, emphasizing their commonalities rather than their differences. Finally, they must engage in at search for solutions that meet the goals of the both sides. This is a very different set of processes from those in distributive bargaining. The four key steps in the integrative negotiation process are identifying and defining the problem, identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives. For each of these steps, we discussed techniques and tactics to make the process successful.
We then discussed various factors that facilitate successful integrative negotiation. First, the process will be greatly facilitated by some form of common goal or objective. This goal may be one that the parties both want to achieve, one they want to share, or one they could not possibly attain unless they worked together. Second, they must have faith in their problem-solving ability. Third, the parties must be willing to believe that the other's needs are valid. Fourth, they must share a motivation and commitment to work together, to make their relationship a productive one. Fifth, they must be able to trust each other and to work hard to establish and maintain that trust. Sixth, there must be clear and accurate communication about what each one wants and an effort to understand the other's needs. Instead of talking the other out of his or her needs or failing to acknowledge them as important, negotiators must be willing to work for both their own needs and the other's needs to find the best joint arrangement. Finally, there must be an understanding of the dynamics of integrative negotiations.
In spite of all of these suggestions, integrative negotiation is not easy, especially for parties who are locked in conflict defensiveness, and a hard-line position. Only by working to create the necessary conditions for integrative negotiation can the process unfold successfully.

NEGOTIATION CHAPTER 2 Strategy and tacting of distributive bargaining

NEGOTIATION CHAPTER 2

STRATEGY AND TACTICS OF DISTRIBUTIVE BARGAINING

SUMMARY



Distributive bargaining is basically a conflict situation, wherein parties seek their own advantage- sometimes through concealing information, attempting to mislead, or using manipulative actions. All these tactics can easily escalate interaction from calm discussion to bitter hostility. Yet negotiation is the attempt to resolve a conflict without force, without fighting. Further, to be successful, both parties to the negotiation must feel at the end that the outcome was the best they could achieve and that it is worth accepting and supporting. Distributive bargaining skills are important at the value claiming stage of any negotiation.

NEGOTIATION CHAPTER 1 The Nature of Negotiation

NEGOTIATION CHAPTER 1

THE NATURE OF NEGOTIATION

SUMMARY

This chapter, we have set the ground work for a thorough and detailed examination of the negotiation process.
Our definition lead us to explore four key elements of the negotiation process: managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Each of these elements is foundational to understanding how negotiation works. Managing interdependence is about the parties understanding the ways they are dependent on each order for attaining their goals and objectives. Mutual adjustment introduces the ways parties begin to set goals for themselves in a negotiation and adjust to goals stated by the other party in order to emerge with an agreement that is satisfactory to both. Claiming and creating value are the processes by which parties handle negotiation opportunities to share or ‘win’ a scarce resource or to enhance the resource so both sides can gain. Finally, managing conflict helps negotiators understand how conflict is functional and dysfunctional. It involves some basic strategies to maximize the benefit of conflict and limit its costs.

LC Chapter 6

LC Chapter 5

CL Chapter 4

LC CHAPTER 4

SUMMARY

DEVELOPING AND DELIVERING LEADERSHIP PRESENTATIONS

This chapter tells us:

- Plan your presentation, including development a communication strategy;

- prepare a presentation to achieve the greatest impact;

- present effectively and with greater confidence.
This chapter applies the tools and techniques of determining the strategy, structuring communication coherently, and using language effectively – to the art of public speaking.

A leader must project a strong, positive ethos in all presentation situations.

The best way to project a positive ethos is to believe in what you are saying and to be fully prepared.

In summary, to appear confident and project a positive ethos when presenting, you need to do the following:

1. Focus your on your audience.

2. Create and maintain rapport

3. Adopt a secure stance

4. Establish and maintain eye contact.

5. Project and vary your voice.

6. Demonstrate your messages with gestures.

7. Adjust pace of delivery based on the audience response.

8. Relax and be yourself.

LC Chapter 3

LC Chapter 2 Creating Leadership Documents

SUMMARY


I learn to do the following:
- select the most effective written communication medium
- create individual or team documents
- organize document content coherently
- conform t ocontent and format expetations in correspondence
- include expected contents in reports
- format business documents effectively