Negotiation Chapter Summaries -- Emily

N-1

The first chapter gives us an overview about the nature of negotiations. Negotiations resolve problems and disputes between two or more than two parties, and create something new that neither party could do on his or her own as well. In this chapter, the characteristics of the negotiation situation and understanding the interdependent relationship among negotiator in a negotiation process are presented. The interdependent relationship among parties creates values and conflicts. We learned the sources of value creation and conflict management.

Negotiating across borders is far complex than doing it domestically. Despite the fact that negotiators perform at the same level and achieve the some outcomes regardless nationality, they tend to use different tactics when negotiate with people from different countries/cultures. Phatak and Habib give 6 environmental factors and 5 context factors that, they believe, make cross-border negotiations different from domestic negotiations.

To explain why differences exist when negotiate with an international counterparts, Hofstede’s work on culture gives us very good explanation. On top of that, Weiss and Strip suggest how culture can influence global negotiations. The chapter concludes with how to manage cultural differences when negotiate with international negotiators. The point is that correct negotiating strategies come from familiarity with other cultures. However, it does not mean successful negotiation will be guaranteed

N-2 Summary

In this chapter, we learned the key factors that a negotiator needs to know to successfully plan for a negotiation. Negotiators differ in the goals they select. Goals can be specific (to achieve a particular outcome) and be more general (to pursue a broader of interests). The goals shape the frames. In a negotiation, there are several major strategies to be adopted. In addition, negotiators differ in how they “frame” the problem, issue, or conflict. Frames may be perspectives on outcomes and the related rewards or penalties that go with those outcomes, or they may be ways to define “the problem” in a negotiation. Furthermore, negotiation tends to evolve over time according to certain predictable sequence. Again, goals, strategies, frames, and predictable states set the background for an effective planning process.

N-3

In this chapter we learned the basic structure of competitive or distributive bargaining situations and some of the strategies and tactics used in distributive bargaining. Distributive bargaining begins with setting an own opening, target, and resistant point. The most important point is the resistant point. Then, we learned that distributive bargaining is basically a conflict situation, wherein parties seek their own advantage—in part through concealing information, attempting to mislead, or using manipulative actions. Yet negotiation is the attempt to resolve a conflict without force, without fighting. In addition, to be successful, both parties to the negotiation must feel at the end that the outcome was the best that they could achieve and that it is worth accepting and supporting. Thus, effective distributive bargaining is a process that requires careful planning, strong execution, and constant monitoring of the other party’s reactions.

N-4

We learned, in this chapter, 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 set of procedures that permit both sides to maximize their objectives. In addition, 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. We then learned various factors that facilities successful integrative negotiation.

N-5

In this chapter, we have learned a multifaceted look at the role of perception and communication in negotiation. We examined how negotiators make sense of negotiation and the role that communication processes plays in negotiation process and outcomes.

In the section discussed in perception and negotiation, we learned that how framing influence perceptions in negotiation, and how reframing and issue development both negotiator perceptions during negotiations. Next, we discussed what is communicated during negotiation. Rather than simply being an exchange of preferences about solutions, negotiation can cover a wide-ranging number of topics in an environment where each party is trying to influence the other. In the final three sections of the chapter we considered how to improve communication in negotiation, mood and emotion in negotiations, and special communication considerations at the close of negotiation.

N-6

In this chapter, we discussed the nature of leverage in negotiation. By leverage, we mean the process of gaining or using various sources of power in order to obtain and use temporary advantage over the other negotiating party. We began by exploring sources of power: information and expertise, control over resources, and the location within an organizational structure. We then turned to examine a very large number of influence 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 occurred through the peripheral route to persuasion. In the last major section of the chapter, we considered how the 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 out only at crafting persuasive messages, but also at playing the role of skilled “consumers” of the messages that others direct their way.

N7

This chapter tells us under what conditions, negotiators decide to use deceptive an unethical tactics. To understand how negotiators actually make decisions about when and where to use specific tactics, this chapter illustrates reasons behind it under decision-making framework. The chapter also tells us how negotiators respond to anther party who has been using deceptive or unethical tactics.

Negotiators using unethical tactics are pushed by the desire to gain more negotiating power, in which one party can have advantages over the other in terms of collecting other party’s information or plan. So it leads to the questions of whether using deceptive tactics will help achieving objective; whether it will affect quality of relationship with the other party in the long run; whether negotiators care about reputation if they’ve decided to use unethical tactics.

N8

Negotiating across borders is far complex than doing it domestically. Despite the fact that negotiators perform at the same level and achieve the some outcomes regardless nationality, they tend to use different tactics when negotiate with people from different countries/cultures. Phatak and Habib give 6 environmental factors and 5 context factors that, they believe, make cross-border negotiations different from domestic negotiations.