Professional Documents
Culture Documents
Essentials of Negotiation Canadian 3rd Edition Lewicki Solutions Manual 1
Essentials of Negotiation Canadian 3rd Edition Lewicki Solutions Manual 1
ESSENTIALS OF NEGOTIATION
CANADIAN 3RD EDITION LEWIC
FULL DOWNLOAD LINK AT;
Overview
We turn our attention to how communication patterns used by negotiators affect trust, reputation,
and perceptions of justice and fairness. Specifically, we explain what is communicated during
negotiations, how people communicate using language and non-verbal techniques, and provide
advice on how to improve communication using question, listening and role-reversal.
Learning Objectives
1. Among the most important communication in negotiation are those that convey offers
and counteroffers.
2. A negotiator’s preferences often reflect his/her underlying motivation, which are also
communicated during a negotiation and can have a powerful influence on the other
side’s actions and the ultimate outcome.
3. A communicative framework for negotiation is based on the assumptions that:
a. The communication of offers is a dynamic process;
b. The offer process is interactive;
c. Various internal and external factors drive the interaction and motivate a
bargainer to change his or her offer.
Making the other party aware of your good alternative to the current potential negotiated
agreement can provide leverage if conveyed strategically, politely and subtly.
D. Social Accounts
1. The method used by negotiators to explain things to the other party, especially when
negotiators need to justify bad news.
2. Sitkin and Bies (1993) suggests that three types of explanations are important:
a. Explanations of mitigating circumstances, where negotiators suggest that they had
no choice in taking the positions they did;
b. Explanations of exonerating circumstances, where negotiators explain their
positions from a broader perspective, suggesting that while their current position
may appear negative, it derives from positive motives;
c. Reframing explanations, where outcomes can be explained by changing the
context.
1. This can involve how well the process is going or what procedures might be adopted
to improve the situation.
1. The influence of the exchange of accurate information does not automatically lead to
better understanding of the other party’s preferences or to better negotiation
outcomes.
2. The effect of exchanging information during negotiation depends on the type of
issues being discussed and the negotiators’ motivation to use the information.
3. Research indicates that how negotiators communicate is as important as what they
have to say.
A. Use of language
1. In negotiations, language operates at two levels: the logical level (for proposals or
offers) and the pragmatic level (semantics, syntax, and style).
a. The meaning conveyed by a proposition or statement is a combination of one
logical, surface message and several pragmatic messages (what is said and how it
is said).
2. No matter the intent, how parties communicate in negotiation would seem to depend
on the ability of the speaker to encode thoughts properly, as well as on the ability of
the listener to understand and decode the intended message(s).
3. Negotiators’ use of idioms or colloquialisms is often problematic, especially in cross-
cultural negotiations.
4. A negotiator’s choice of words may not only signal a position but also shape and
predict it.
5. Research indicates that parties’ who communicated about both substance of the
negotiation (things) and the relationship (people) with the other party achieved better
integrative results than parties whose negotiation statements were concerned solely
with either substance or relationship.
1. Attending behavior (non-verbal acts) let the other know that you are listening and
prepare the other party to receive your message. There are three important attending
behaviors:
Three main techniques to improve negotiation communications are the use of questions, active
listening and role reversal.
B. Listening
1. Passive listening: involves receiving the message while providing no feedback to the
sender about the accuracy or completeness of reception.
2. Acknowledgment: When acknowledging the message, receivers occasionally nod
their heads, maintain eye contact, or interject responses.
3. Active listening:
• When receivers are actively listening, they restate or paraphrase the
sender’s message in their own language.
• Successful reflective responding is a critical part of active listening.
• Active listening can encourage other side to speak more fully about their
feelings, priorities, interests and disclose their frame of reference.
C. Role Reversal
1. In preparation for the negotiation, examine the other side’s perspective and practice
stepping into their role. Role reversal is a useful preparation tool to help flesh out
other side’s perspective, increase confidence and reduce anxiety and confusion.
2. Research suggests that role reversal may be a useful tool for improving
communication and the accurate understanding and appreciations of the other party’s
position in negotiations.
A. Trust - “an individual’s belief in and willingness to act on the words, actions and
decisions of another.”
1. Research indicates that there is a complex relationship between trust and negotiation
behaviour:
a. Many people approach a new relationship with an unknown other party with
remarkably high levels of trust (Kramer, 1994; Myerson et. al, 1996).
b. Trust tends to cue cooperative behavior (Butler, 1995, 1999).
c. Individual motives also shape both trust and expectations of the other’s behavior
(Olekalns, Lau, and Smith, 2002).
d. Trustors, and those trusted, may focus on different things as trust is being built
(Malhotra, 2004).
e. The nature of the negotiation task (distributive versus integrative) can shape how
parties judge the trust (Malhotra, 2003).
f. Greater expectations of trust between negotiators leads to greater information
sharing with the other party (Butler, 1999)
g. Greater information sharing tends to enhance effectiveness in achieving a good
negotiation outcome.
h. Distributive processes lead negotiators to see the negotiation dialogue and critical
events in the dialogue as largely about the nature of the negotiation task (dividing
the pie) and tend to reduce trust. In contrast, integrative processes tend to increase
trust because they focus on interests and relationships (Olekalns & Smith, 2001).
i. Trust increases the likelihood that negotiation will proceed on a favorable course
over the life of a negotiation (Olekalns & Smith, 2001).