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.