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.
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