Negotiations Exam 1

According to HNP what are some communication problems experienced by negotiators?

- Each side gives up on the other and is no longer attempting serious communication with them, instead they talkl merely to impress third parties or their own constituency - In a negotiation you may be so busy thinking about what you going to say next, how you are going to respond to that ;past point, or how you are going to frame your next argument, that you forget to listen to what the other side is saying now - Where the parties initially spoke different languages and cam to English as a second language -- the chance for misinterpretation is increased and compounded

What does the HNP tell us about the place of emotions in Negotiations?

- Make emotions explicit and acknowledge them as legitimate - Talk with the people on the other side about their emotions, talk about your own emotions, if things get to steam up "go to the balcony"

According to "Yes" what are some simple truths followed by successful negotiators?

- The more quickly you can turn a stranger into someone you know, the easier a negotiation is likely to become: you have a foundation of trust to build upon in a potentially difficult negation - The time to develop a bridge, connection or potential relationship with.a stranger at the other side of the table as before the negotiation begins and can be continued in between rounds of negotiations - See yourself as engaged in side-by-side efforts to solve a mutual problem and you will be able to better reconcile conflicting interests as well as to advance shared interests and possible options -attempting to work with the other side in order to shift from old school face-to-face negotiations toward the employment of side-by-side negotiations.

In most negotiations there are obstacles that inhibit brainstorming and the inventing of options. What are these obstacles? What is a premature judgement at a negotiating table?

1.Premature judgement 2. Searching for the single answer. 3. The assumption of a fixed pie 4. Thinking that solving their problem is their problem

How do we successfully conduct brainstorming and create options at a negotiating table?

1. Identify and clarify interests 2.Brainstorm possible value-creating opportunities 3. evaluate options

Do we prefer X or Y styled negotiators? What are the organizational trends?

Each individual will have difference preferences. - Organization trends are moving to Y, but most people are still X

T/F: "Getting to Yes" told us about Tom who had his parked car totally destroyed by a dumb truck. Following his incident Tom entered into negotiations with an insurance adjuster because Tom did not know how to use objective criteria or standards in his negotiation with the insurance company he was taken advantage of and unfortunately settled for an amount significantly below the real value of his car.

False

T/F: In the "salary negotiation" video we observed how the interviewer or candidate's fixation or insistent on the highest salary possible led to the breakdown of the negotiation

False

T/F: Prior to Roger Fisher entering in as a consultant in the training video on the "radio station negotiation" the buyer had already commented to the seller that his underlying interest or motivation as driven by is company's need to own at least 80% of the station

False

True/ False: Many excellent negotiators do not like to prematurely face the question of what they will do if no agreement is reach?

False why is a BATNA essential? No BATNA= Limited options

In the Harvard training video, what happened with Irma (boss) and her employee, Francine?

Francine wants to be scheduled less on the road because when she came home last time her baby did not recognize her. Francine uses emotional tactics to get her point across to her boss. - Irma keeps calm and collected - Irma does a good job separating the the people issues from the problem - The conversation does not go the way Francine had planned - This negotiation simulation can serve as a prototype for bosses in learning how to diffuse or lower the impact of an emotionally charged employee's request - Irma showed compassions and presented objective criteria when she stated that Francine was only doing 80% of what her fellow employees were doing on the road -Irma is soft on Francine and hard on the problem

Brainstorming and generating options is a powerful means of getting out of a deadlocked negotiations where neither side will budge; options help negotiators get unstuck

If you get creative and generate options, you can get untuck

Always search for ____________ __________ & __________: if you want a fence around a big hole in the ground do not attempt to outshout and & out-argue the construction foreman or owner; a search for ___________ will reveal OSHA regulations that require immediate fencing be installed.

Objective Criteria & Standards

The "orange negotiation" tells us what?

One side wanted all the skin of the orange, the other just wanted the inside but since they didnt communicate the mom split the orange in half and neither got exactly what they wanted. find out the other parties interests and both parties can have exactly what they want

What influences negotiation style?

Personality, family, organizational and national culture, professions and professional culture

T/F: Coaches and consultants affiliated with he HNP have been active in U.S., European and Middle Eastern political negotiations and have served with the Carter and Reagan administrations.

True

T/F: Hard, theory X styled negotiators make up the vast majority of business leaders

True

T/F: In positional bargaining, a hard game dominates a soft one. If a hard bargainer insists on concessions and makes threats while the soft bargainer yields to avoid confrontation it is reasonable to state that the negotiating game is biased in favor of the harder, theory X, player

True

T/F: The Harvard Negotiation Project (HNP) was developed by several law professors and eventually included professors from anthropology, psychology, business and a variety of disciplines.

True

T/F: The candidate in the "Salary Negotiation" showed expertise in how he handled his BATNA and was also quite effective in his negotiations for several means of compensation.

True

True/ False: In most circumstances, a danger in negotiation is that you are too committed to reaching an agreement and you have not developed any alternative to a negotiation solution.

True

When negotiators make threats it typically is not enough and does not work?

True

Most of the time as a negotiator you will want a promise or an agreement

True- Start with informal and no commitment

Conflict & Negotiation re: the window dispute in the Harvard Library teaches us what?

Trying to satisfy the underlying issues for each side

What do Fisher and Ury recommend we do in order to freely and successfully invent creative options at negotiating tables?

Write it down first and negotiate later

Do negotiators try to resolve conflicts by positional bargainer not principled negotiations?

Yes, we tend to use positional bargaining but we should aim to use principal negotiation. Define "principled negotiation." Is to decide issues on their merits rather than through a haggling process focused on what each side says it will and won't do. It suggests that you look for mutual gains wherever possible, and that where your interests conflict, you should insist that the result be based on some fair standards independent of the will of either side. The method of principled negotiation is hard on the merits, soft on the people. It employs no tricks ' and no posturing. Principled negotiation shows you how to obtain what you are entitled to and still be decent. It enables you to be fair while protecting you against those who would take advantage of your fairness.

What is BATNA?

best alternative to a negotiated agreement You use your BATNA as it helps you make the most of your assets The better the BATNA the greater your power Finding your BATNA 1. Inventing a list of actions you might conceivably take if no agreement is reached. 2. Improving some of the more promising ideas and converting them into practical alternatives 3. Selecting tentatively the one alternative that seems best.

Innovation

brain storming, do not be judgmental, be open to new ideas