1. NEGOTIATION

2. NEGOTIATION TWO TYPES OF NEGOTIATION 1.Distributive (Competitive)
Parties have different and independent goals
fixed-sum
win-lose
positional

3. NEGOTIATION Integrative (Collaborative)
Parties work together toward common or compatible
goal
Resolution of conflict
Advancement of shared vision
Recognize Interdependence
Deal constructively with difference
Joint ownership of resolution

4. NEGOTIATION Distributive Integrative Soft Hard Problem solving
Avoid conflict Win Solve the problem
Friends adversaries Professionals
Change easily Dig in Focus on interests
Concede easily Concede Don’t concede ?
stubbornly Invent options

5. NEGOTIATION Soft Hard Problem Solving
Avoid contest Win contest Use standards
of will of will
Make Demand Separate people concessions concessions and problem
Back down Make threats Know others walkaway
Commit early Commit early Draft as you go
draft late draft late commit at end

6. Integrative Negotiation
Bargain Over Interests Not Positions
Separate People From the Problem
Generate Options Before Deciding
Base Results On Objective Criteria

7. POSITIONS / INTERESST POSITIONS INTERESTS
Things you say Underlying you want Motivations
Demands Needs and Concerns
What you will Fears and Aspirations
or won’t do

8. DISCOVERING INTERESTS
Look behind positions for underlying reason
Put yourself in other person’s shoes
Ask : “Why?”
Ask “Why not? What would be wrong with…”

9. PERCEPTUAL DISTORTION
A Stereotyping
Assigning attributes based on membership in a particular group
B. Halo effects
Generalize on a number of attributes based on knowledge of one attribute.
C. Selective perception
Accepting information that supports prior belief and filtering out nonconforming information

10. PERCEPTUAL DISTORTION
D. Projection
Ascribing to others the characteristics you have
Assuming that the other party will respond in the same manner you would respond.
E. Framing
Subjective evaluation mechanisms to determine whether to pursue or avoid future actions

11. Relationships A. The norm of reciprocity B. The similarity principle
Duties owned to one another because of prior actions.
Reciprocity traps
B. The similarity principle
We assume others like us act like us

12. COGNITIVE BIASES A. Irrational Commitment B. Fixed-Pie Beliefs
Irrational commitment to positions
B. Fixed-Pie Beliefs
Assumption that all negotiations are zero sum
C. Anchoring and Adjustment
Avoid false or inappropriate anchors

13. COGNITIVE BIASES D. Information availability bias E. Winners Curse
Giving greater weight to easily available information and established search patterns.
E. Winners Curse
Settling to quickly
F. Overconfidence
Overestimate chance of success
Discount others advice and information

14. COGNITIVE BIASES G. Law of Small Numbers H. Self-serving biases
Tendency to draw conclusions from small sample sizes.
H. Self-serving biases
Fundamental attribution error /False -consensus
I. Ignoring Other’s Cognition's
Failure to consider other party’s perceptions.

15. COGNITIVE BIASES J. Reactive Devaluation
Devaluing other party’s concessions
Reduces willingness to respond.

16. FAIRNESS Principle 1 Principle 2 Principle 3
Multiple Methods of Fair Division
Principle 2
Fairness is Context Driven
Principle 3
Fairness is Often Based on Comparisons

17. FAIRNESS Principle 4 Principle 5 Principle 6 People seek equity
People will attempt to restore equity from inequity.
Principle 6
People need to maintain egos

18. FAIRNESS Principle 7 Principle 8 Principle 9 People care about process
Judgments are affected by relationship
Principle 9
Egocentrism taints judgment

19. Tactics and Techniques
1. Delay: When you have the power, when you don’t , delay
2. Silence and Bracketing: Direct opponent’s attention to a certain topic and then listen. Gains information
3. Limited Authority: Opponent lacks authority, needs to get approval for agreement.

20. Tactics and Techniques
4. “No”: Value of a “no” is you can ask why. Answer reveals what he will do.
5. Expectation and control: “This part is not negotiable, but that part is”. Redirects the negotiation.

21. Tactics and Techniques
6. Rationale: Be able to explain positions and concessions. Gives satisfaction to other party.
7. Message sending: Recognize verbal, visual and written messages. (i.e. nervous laugh, jiggling foot, crying.

22. Tactics and Techniques
8. Threats: To be effective threats must be believable. Credible if reasonably proportionate to action it is intended to effect. Never make a threat unless prepared to carry it out. Affirmative promises usually better that negative threats

23. Tactics and Techniques
9. Boulwarism: Named for Lemuel Boulware, former V.P. for labor relations at General Electric. Best offer take it or leave it bargaining. Deprives opponent of participation. Reduces chance of successful resolution.
10. Mutt and Jeff routine: Good guy /bad guy. Reasonable / unreasonable teams

24. Tactics and Techniques
11. Never accept first offer.
12. Flinch: For most people visual overrides auditory.
13. Avoid confrontation: Especially at beginning of process. Intensifies opponents desire to be proven right.
14. The Vise: “You’ll have to do better then that.” Response, “How much better?”

25. Tactics and Techniques
15.“Split the difference” : Never suggest, let your opponent suggest. Can be caught by appeal to higher authority.
16. Set aside Gambit: Set aside difficult issues to be decided later. Get agreement on smaller issues which creates momentum.

26. Tactics and Techniques
17. Avoid last minute “nibbles”: You are most vulnerable after you think negotiations completed, but other side then wants more concessions.
18. Maintain Walk-away power.

27. Optimize Probability of Success
1. Do your homework : Prepare
2. Go to the top: Negotiate with those who
have authority.
3. Build relationships whenever possible:
Easier to communicate with a friend
than with a stranger or enemy.
4. Avoid quick concessions

28. 5. Accentuate the positive: Frame negative
points in positive ways.
6. Maintain your composure:
7. Don’t give up: What appears to be a dead end may only be a corner.

29. Framing
A large car manufacturer is suffering significant financial losses. As a result plants need to be closed and 6000 employees laid off. Four proposals have been developed. You must select one of the plans.
Plan A. This plan will save one of the three plants and 2000 jobs.
Plan B. This plan has a 1/3 probability of saving all three plants and all 6,000 jobs, but has a 2/3 probability of saving no plants and no jobs.

30. Framing
A large car manufacturer is suffering significant financial losses. As a result plants need to be closed and 6000 employees laid off. Four proposals have been developed. You must select one of the plans.
Plan C. This plan will close 2 of the 3 plants and lose 4000 jobs.
Plan D. This plan has a 2/3 probability of closing all three plants and losing all 6000 jobs and a 1/3 probability of closing no plants and losing not jobs.

31. Plan A. This plan will save one of the three plants and 2000 jobs.
A large car manufacturer is suffering significant financial losses. As a result plants need to be closed and 6000 employees laid off. Four proposals have been developed. You must select one of the plans.
Plan A. This plan will save one of the three plants and 2000 jobs.
Plan B. This plan has a 1/3 probability of saving all three plants and all 6,000 jobs, but has a 2/3 probability of saving no plants and no jobs.
Plan C. This plan will close 2 of the 3 plants and lose 4000 jobs.
Plan D. This plan has a 2/3 probability of closing all three plants and losing all 6000 jobs and a 1/3 probability of closing no plants and losing not jobs.