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Lec 2 Communicating in Negotiations
Lec 2 Communicating in Negotiations
A Working Definition . . . Negotiation: A process where two or more people work to reach agreement on a way forward.
To Start . . . All negotiations take place in a context Physical Environment Psycho / Emotional Temporal
If you know the enemy and know yourself you need not fear the results of a hundred battles. Sun Tzu
By Way of Preparation . . .
You have six friends that serve you true, their names are
What ?
Why ? How ? When ? Where? Who? and
Rudyard Kipling
Forewarned is Forearmed . . .
Now the reason the enlightened prince and the wise general conquer the enemy whenever they move and their achievements surpass those of ordinary men is foreknowledge.
Sun Tzu The Art of War Some 2000 years ago !
Phases in Negotiation
Clarify wants
Put forward proposals
(Rose 1987)
Bargain
Gain agreement
Follow-up
More powerful and less powerful parties Power of each of the parties not always known to the other
Legitimate Power
By Authority / Legal
Expert Power
Reward Power Co-ercive Power Referent Power
By knowledge / expertise
By rewarding By force / punishment By status, charisma
Approaches to the Negotiation I win, they lose I lose, They win We both win We both lose Win - Lose Lose - Win Win - Win Lose - Lose
Another Perspective
Compete Collaborate Must Win or Lose Try to both win
Compromise
Capitulate Clear Out
What is the Best Alternative To a Negotiated Agreement Clarify this for yourself as well
Your outcome will be somewhere between these two points Can you live with that?
3. Parochial perspectives
4. Misunderstandings. Four common approaches to conflict in organisations are: 1. Smoothing 2. Dominance 3. Compromise 4. Integrative Problem Solving
Assertive
Partys desire to satisfy OWN concern
Competitive Domination
Collaborative Integration
Sharing
Compromise
Unassertive
ClearOut Neglect
Capitulate Appeasement
Uncooperative
Cooperative
Using the Competitive Style When quick decisive action is vital (eg: in emergencies) On important issues where unpopular actions need implementing (eg; cost-cutting, enforcing unpopular rules, discipline). On issues vital to company welfare when you know youre right. Against people who take advantage of noncompetitive behaviour.
Using the Clear-Out Approach When an issue is trivial, or when more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. To let people cool down and regain perspective. When gathering information supersedes the need to make an immediate decision. When others can resolve the conflict more effectively. When issues seem tangential or symptomatic of other issues.
To build social credits for later issues (Steven Coveys emotional bank account).
To minimise loss when you are outmatched and losing.
Collaborative Approach Involves Three Steps: 1. Identifying essential / underlying concerns of each party
Re-phrase the proposition or question Summarise the situation thus far Reflect positively on progress so far Seek Clarification they will re-phrase Ask a question what, why, when, where etc Switch from content to process
Ask for time with your colleague / time out Describe the importance of the outcome, its impact, need to feel right Move to a flipchart / whiteboard Draw diagram / record points Any combination of the above
References
Cleary, Thomas, (Translator), The Art of War- Sun Tzu, Shambala Publications Inc, 1988 Dwyer, Judith, Communication in Business, 2e, Pearson, 2002 French and Raven, quoted in Organisational Behaviour A Global Perspective 3e, Wood, Chapman, et al John Wiley, 2004 Mukhi - quoted in Dwyer (2002), ibid. Rose - quoted in Dwyer (2002) ibid.