Thursday, July 24, 2008
Negotation summary(1-12)
N -1 The Nature of Negotiation
People negotiate all the time. Negotiation is not a process reserved only for the skilled diplomat, top salesperson or ardent advocate, it is something that everyone does, almost daily. Basically it occurs for three main reasons : (i) to agree on how to share or divide a limited resources,(ii) to create something new that neither party could do on his or her own and (iii)to resolve a problem or dispute between the parties.
This chapter explains the four key elements of the negotiation process .They are; managing interdependence, engaging in mutual adjustment, creating or claiming value and managing conflict. Managing interdependence is about the parties understanding the way they are dependent on each other 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. Creating and claiming value are such process that both parties work to share and gain resource. Managing conflict helps to understand and dissolve the different kind of conflict. It gives us an idea about how to dissolve certain conflict by applying certain strategy.
N-2 Strategy and Tactics of Distributive Bargaining
N-3 Strategy and Tactics of Integrative Negotiation
The fundamental structure of an integrative negotiation situation is such that it allows both sides to achieve their objectives. Although the situation may initially appear to the parties to be win-lose, discussion and mutual exploration will often suggest alternatives where both parties can gain. A description of the efforts and tactics that negotiators use to discover these alternatives is the major part of this chapter. Negotiators differ in their values and preferences. What one side needs and wants may or may not be the same as what the other party needs and wants. One must understand the other’s needs before helping to satisfy them.
N-4 Negotiation strategy and Planning
This chapter focuses on what negotiators should do before negotiations. Effective strategy and planning are the most critical functions for achieving negotiation objectives. Strategy is to determine one’s goals and negotiators must anticipate what goals they want to achieve in a negotiation and focus on how to achieve those goals. With effective planning and target setting most negotiators can achieve their objectives without them results occur more by chance than by negotiator’s effort. Effective planning requires hard work on the following points:
i)Define the issues
ii)Assembling issues and defining the bargaining mix
iii)Defining interests
iv)Defining one’s own objectives and opening bids
v)Assessing constituents and the social context in which the negotiation will occur
vi) Analyzing the other party
vii) Planning the issue presentation and defense
viii)Defining protocol
N-5 Perception, Cognition and Emotion
This chapter is about the importance of perception, cognition and emotion in Negotiation. Our social actions are guided by how we perceive and analyze the other party, the situation and our own interests and positions. This chapter presents perception process and four types of distortions: stereotyping, halo effects selective perception and projection. It also describe how to manage misperception and cognitive biases in negotiation and also show how mood and emotion effect negotiation.
N-6 Communication
In communication process, both verbal and nonverbal communication are important to achieve negotiation goals and to resolve conflicts. This chapter examine the process by which negotiators communicate their own interests, positions and goals. It starts with a discussion of what is communicated in a negotiation, how people communicate in negotiation and finally how to improve communication in negotiation.
N-7Finding and Using Negotiation Power
Chapter 7 begins with defining the nature of power . It says there are two different perspectives about power. One is "power over" and another is "power with". Second, the chapter introduces five major sources of power. Those are informational source of power, personal sources of power, power based on position in an organization, relationship based sources of power, and contextual sources of power.
N-8 Ethics in Negotiation
In this chapter we explore the question of whether there are, or should be, accepted ethical standards for behavior in negotiations. The effective negotiator must recognize when the questions are relevant and what factors must be considered to answer them. It helps to identify the major ethical dimensions raised in negotiations, describe how people tend to think about these ethical choices, and provide a framework for making informed ethic
This chapter helps us to understand how the negotiation process changes when there are more than two parties and how dynamics change when groups, teams and task forces have to present individual views and come to a collective agreement about a problem, plan or future course of action. In most of the previous chapter we assumed one-on-one negotiation situation. If there are more than two parties involved in negotiation then more complexity can arise. The number of speakers increase the demand for discussion. Similarly, more parties can bring more issues and negotiation become more complex. Managing multiparty negotiations is very tough task. It involves three key stages, first is the Prenegotiation stage, second is the Formal Negotiation stage and last is the Agreement phase.
The responsive strategies available to the international negotiator.
N-12 Best Practices in Negotiation
Negotiation is fundamentally a skill involving analysis and communication that everyone can learn. It is an integral part of daily life which one must have to come across in their daily life. In this final chapter, we reflect negotiation at a broad level by providing 10 “best practices” for negotiators who wish to continue to improve their negotiation skills:
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 coalition
8. Remember that rationality and fairness are relative
9. Continue to learn from the experience
10. Savor and protect your reputation.
People negotiate all the time. Negotiation is not a process reserved only for the skilled diplomat, top salesperson or ardent advocate, it is something that everyone does, almost daily. Basically it occurs for three main reasons : (i) to agree on how to share or divide a limited resources,(ii) to create something new that neither party could do on his or her own and (iii)to resolve a problem or dispute between the parties.
This chapter explains the four key elements of the negotiation process .They are; managing interdependence, engaging in mutual adjustment, creating or claiming value and managing conflict. Managing interdependence is about the parties understanding the way they are dependent on each other 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. Creating and claiming value are such process that both parties work to share and gain resource. Managing conflict helps to understand and dissolve the different kind of conflict. It gives us an idea about how to dissolve certain conflict by applying certain strategy.
N-2 Strategy and Tactics of Distributive Bargaining
This chapter introduces a general structure of distributive bargaining situations, strategy and tactics that is required for these situations. This type of bargaining is competitive and conflict kind negotiation, so it is important to be prepared and start with proper set, target and resistance points. It is very important to have a reasonable resistance point and gather as much as possible info about other party positions, interest. It also teaches businessperson about the possibility and necessity to influence other party's belief in order to succeed in the distributive negotiation.
N-3 Strategy and Tactics of Integrative Negotiation
The fundamental structure of an integrative negotiation situation is such that it allows both sides to achieve their objectives. Although the situation may initially appear to the parties to be win-lose, discussion and mutual exploration will often suggest alternatives where both parties can gain. A description of the efforts and tactics that negotiators use to discover these alternatives is the major part of this chapter. Negotiators differ in their values and preferences. What one side needs and wants may or may not be the same as what the other party needs and wants. One must understand the other’s needs before helping to satisfy them.
N-4 Negotiation strategy and Planning
This chapter focuses on what negotiators should do before negotiations. Effective strategy and planning are the most critical functions for achieving negotiation objectives. Strategy is to determine one’s goals and negotiators must anticipate what goals they want to achieve in a negotiation and focus on how to achieve those goals. With effective planning and target setting most negotiators can achieve their objectives without them results occur more by chance than by negotiator’s effort. Effective planning requires hard work on the following points:
i)Define the issues
ii)Assembling issues and defining the bargaining mix
iii)Defining interests
iv)Defining one’s own objectives and opening bids
v)Assessing constituents and the social context in which the negotiation will occur
vi) Analyzing the other party
vii) Planning the issue presentation and defense
viii)Defining protocol
N-5 Perception, Cognition and Emotion
This chapter is about the importance of perception, cognition and emotion in Negotiation. Our social actions are guided by how we perceive and analyze the other party, the situation and our own interests and positions. This chapter presents perception process and four types of distortions: stereotyping, halo effects selective perception and projection. It also describe how to manage misperception and cognitive biases in negotiation and also show how mood and emotion effect negotiation.
N-6 Communication
In communication process, both verbal and nonverbal communication are important to achieve negotiation goals and to resolve conflicts. This chapter examine the process by which negotiators communicate their own interests, positions and goals. It starts with a discussion of what is communicated in a negotiation, how people communicate in negotiation and finally how to improve communication in negotiation.
N-7Finding and Using Negotiation Power
Chapter 7 begins with defining the nature of power . It says there are two different perspectives about power. One is "power over" and another is "power with". Second, the chapter introduces five major sources of power. Those are informational source of power, personal sources of power, power based on position in an organization, relationship based sources of power, and contextual sources of power.
N-8 Ethics in Negotiation
In this chapter we explore the question of whether there are, or should be, accepted ethical standards for behavior in negotiations. The effective negotiator must recognize when the questions are relevant and what factors must be considered to answer them. It helps to identify the major ethical dimensions raised in negotiations, describe how people tend to think about these ethical choices, and provide a framework for making informed ethic
al decisions. This chapter addressed the major ethical questions that arise in negotiation like:
1) what are ethics and why do they apply to negotiation?
2) What questions of ethical conduct are likely to arise in negotiation?
3) What motivates unethical behavior and what are the consequences?
4) How can negotiators deal with the other party’s use of deception?
1) what are ethics and why do they apply to negotiation?
2) What questions of ethical conduct are likely to arise in negotiation?
3) What motivates unethical behavior and what are the consequences?
4) How can negotiators deal with the other party’s use of deception?
N-9 Relationships in Negotiation
Relationships might easily affect the negotiation process. Therefore, this chapter helps us to understand some points of relationship that makes negotiation difficult, or even helps us to prevent any kind of difficulties. This discussion considers general assumptions that have been made about the theory and practice of negotiation (assumptions that have not taken into account any relationship This chapter is all about how past and future relationships impact present relationships. Which means that their past relatiobetween the parties) and provides a critical evaluation of the adequacy of negotiation theory for understanding and managing negotiations within relationships. Reputation, trust and justice are three elements that become more critical and pronounced when they occur within a relationship negotiation.
Relationships might easily affect the negotiation process. Therefore, this chapter helps us to understand some points of relationship that makes negotiation difficult, or even helps us to prevent any kind of difficulties. This discussion considers general assumptions that have been made about the theory and practice of negotiation (assumptions that have not taken into account any relationship This chapter is all about how past and future relationships impact present relationships. Which means that their past relatiobetween the parties) and provides a critical evaluation of the adequacy of negotiation theory for understanding and managing negotiations within relationships. Reputation, trust and justice are three elements that become more critical and pronounced when they occur within a relationship negotiation.
N-10 Multiple parties and Teams
This chapter helps us to understand how the negotiation process changes when there are more than two parties and how dynamics change when groups, teams and task forces have to present individual views and come to a collective agreement about a problem, plan or future course of action. In most of the previous chapter we assumed one-on-one negotiation situation. If there are more than two parties involved in negotiation then more complexity can arise. The number of speakers increase the demand for discussion. Similarly, more parties can bring more issues and negotiation become more complex. Managing multiparty negotiations is very tough task. It involves three key stages, first is the Prenegotiation stage, second is the Formal Negotiation stage and last is the Agreement phase.
N-11 International and Cross Cultural negotiation
The responsive strategies available to the international negotiator.
This chapter discussed some of the factors that make international negotiation different including both the environmental context ( macropolitical factors) and the immediate context (microstrategic factors). Then we turned to a discussion of the most frequently studied aspect of international negotiation which is the effect of culture, be it national, regional or organizational. We discussed how culture has been conceptualized and discuss two approaches to culture used by academics and practitioners. Next we examined the influence of culture on negotiations, discussing this from managerial and research perspectives and finally the chapter concludes with a discussion of culturally
N-12 Best Practices in Negotiation
Negotiation is fundamentally a skill involving analysis and communication that everyone can learn. It is an integral part of daily life which one must have to come across in their daily life. In this final chapter, we reflect negotiation at a broad level by providing 10 “best practices” for negotiators who wish to continue to improve their negotiation skills:
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 coalition
8. Remember that rationality and fairness are relative
9. Continue to learn from the experience
10. Savor and protect your reputation.
Leasdership summary (1-10)
L-1 Developing Leadership communication Strategy
This chapter teaches us how to apply communication strategy to achieve your communication goals. Effective communication strategy allows you to avoid the barriers and eliminate the interferences that might prevent your messages from reaching your target audiences. It focuses on how to establish a clear communication purpose, develop a strategic leadership communication plan, analyze audiences and ensure that your message is well organized and logical so that it produces the results you intended.
L-2 Creating Leadership documents
This chapter helps you to create leadership documents that accomplish your communication purposes. Once you are in a leadership position, your documents become powerful and can change the entire direction of your company. The following things must be considered while creating leadership documents:
i) Selecting the most effective written communication
ii)Creating individual or team documents
iii) Organizing document content coherently
v) Conforming to content and format explanations in correspondence
vii) Including expected contents in reports
viii) Formatting business documents effectively
L-3 Using Language to Achieve a leadership Purpose
The purpose of this chapter is how to create positive ethos through the effective use of language. Use the right words in the right way to achieve the outcome you intend. Illustrate how important the words are that you choose to convey your message because you reveal your ethos through language you use. This chapter helps to learn the following:
i)Achieve a positive ethos through tone and style
ii)Communicate clearly and concisely
iii)Use language correctly
iv)Employ efficient editing techniques
L-4 Developing and Delivering Leadership Presentations
This chapter teaches how to deliver leadership presentation by using the Three“P” approach which includes:i) Plan: ( choosing strategy; analyzing audience; selecting delivery method and establishing logical structure).ii) Prepare:(Developing introduction, body and conclusion; creating graphics; testing flow and logic and proof reading and practicing).iii) Present topic/idea:(Controlling nervousness; delivering with powerpoint ; handling questions and answers and conducting a post-presentation assessment).
L-5 Using Graphics and PowerPoint for a Leadership Edge
Graphics will contribute to the success of your oral and written communication. Knowing how to deliver messages effectively with words and pictures is a powerful combination and developing even a basic understanding of the principles of graphic design can provide an advantage. In this chapter you will learn:
i)Recognize when to use graphics
ii)Select and design effective data charts
ii)Create meaningful and effective text layouts
iv)Employ fundamental graphic content and design principles
v)Make the most of PowerPoint as a design and presentation tool
L-6 Developing Emotional Intelligence & Cultural Literacy
Leaders need strong interpersonal skills and an understanding of and appreciation for cultural diversity. Without these skills, leaders cannot communicate with and manage others effectively. Leader’s emotional intelligence determines his or her success as well as the company’s culture and performance and understanding cultural difference begins with emotional intelligence. Emotional intelligence is the capacity to understand your own emotions and those of other people. Cultural literacy means being literate or knowledgeable about the fundamental differences across cultures. The need for keen emotional intelligence and cultural literacy becomes magnified when we interact with others in an organization, whether one-on-one, in groups, in meetings, or in teams. This chapter focused on:
i) Appreciate the value of emotional intelligence.
ii)Take steps to increase your own self-awareness.
iii)Improve your nonverbal skills.
iv)Improve your listening skill.
v)Mentor others and provide feedback.
vi)Realize the value of cultural literacy.
vii)Use a cultural framework to understand differences.
L-7 Leading Productive Management Meetings
This chapter, helps to learn how to plan and conduct productive meetings by determining when a meeting is the best forum for achieving the required result through establishing objectives, outcomes, and agenda; performing essential planning; clarifying roles and establishing ground rules; using common problem -solving techniques; managing meeting problems; and ensuring follow up .
All meeting leaders and facilitators must be prepared to handle problems in ways that will not interfere with the meeting objectives or those of the broader organization. Skilled facilitators should be prepared to handle some of the most common meeting problems, manage meeting conflict and deal with issues arises from cultural differences.
L-8 Building and leading High- Performance Teams
This chapter will guide you through the communication challenges involved in leading a team. You will learn how to build an effective team, establish necessary work processes, manage the people side of teams, and handle team conflict. Similarly, you will receive some guidance on leading geographically dispersed teams (virtual teams), which are so prevalent in today’s professional world. Establishing the necessary team work process includes: creating your team charter, using action and work plans ,delivering the results, learning from the team experience. Action plan allow the team to see the big picture of the project meanwhile work plan becomes a more specific elaboration of the action plan. The team's performance is up to the ability of the team to delivery the results of its work. Team member should learn each other's experience of being on the team. We can improve the ability to work together smoothly by taking time to know each other's current situation , Work experience, Expectations, Personality, and Cultural differences.
L9 Establishing Leadership through Strategic Internal Communication
This chapter focuses on establishing leadership through strategic communication with employees. It describes the role of strategic employee communication and how to ensure your employees are equipped to make the greatest possible contribution to the success of your organization. It also discusses how to develop and use vision and mission statements to lead the organization and provides an approach to effective change communication. One of the major responsibilities of an organizational leader is communication with employees. By communicating effectively with employees, CEO’s are not simply creating ambassadors of goodwill for their companies they are also providing direction, establishing a positive and productive working environment and influencing their bottom lines. This chapter teaches us to:
i) Recognize the strategic role of employee communication.
ii) Assess internal communication effectiveness.
iii) Establish effective internal communication.
iv)Use missions and visions to strengthen internal communication.
v) Design and implement effective change communication.
L-10 Leading through Effective External Relations
A positive public image or reputation affects a company’s ability to achieve all other measures of success. The goal of organizational leaders is to ensure that the company’s ethos is positive and all external audiences consider the company honorable, trustworthy and ethical. Managing external relations effectively is essential to achieving the goal and essential to leadership communication in any organization. The focus of this chapter is primarily on the activities usually considered public relations, including press and media management, community involvement, investor relations and external publications. Companies must manage all aspects of external relations very carefully. They all affect the company’s public ethos. In most organization, the leadership communication skill of the manager has greatest impact on that external ethos through their involvement in public relations. This chapter provides guidelines to manage external relations in day-to-day encounters and in crisis situations, how to shape a positive image, how to deal with the media and finally how to manage crisis communications are focused.
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