negotiation technique chapter 1

8/17/2019 Negotiation technique chapter 1

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RM 2053

Negotiation

Techniques

DR HJH AIDA NASIRAH ABDULLAH

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

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Week 1

THE NATURE OF

NEGOTIATION


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DEFINITION OF NEGOTIATION

$ Negotiation is a form of decision makingin which two or more parties talk withone another in an eort to resolve theiropposing interests (Pruitt, 1981)

$ argaining ! win-lose situation such ashaggling over a price

$ Negotiation ! win-win situations in

which two parties tr" to #nd a mutualaccepta$le solution to a comple%con&ict

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EXAMPLES: NEGOTIATION

$ 'riends where to have dinner

$ our little $rother and sister which *+channel to watch

$ aw"ers settle claims $efore the" go

to court$ Police negotiate with terrorists to freehostages

$ rm" negotiate not to have war

$ irforce negotiate regarding air space

$ Nav" negotiate on water $orders

$ .ountr" negotiate to open $orders to

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REASONS TO NEGOTIATE

$ gree on how to share and divide$ *o create something new that neithercan one can do

$ *o resolve a pro$lem or dispute$etween parties

$ *o choose options

$ /ain recognition of either issues orparties0

$ *est the strength of other parties0

$ $tain information a$out issues,

interests and positions of other parties0Copyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction ordistri"ution without the prior written consent o# McGraw-Hill Education. 2-5


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…cont


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CHARACTERISTICS OF NEGOTIATION

$ *here are two or more parties

$ *here is a con&ict of needs and desires$etween two or more parties

$ *he parties negotiate $" choice

$ 2hen we negotiate we e%pect a 3giveand take4 process

$ *he parties prefer to negotiate andsearch for agreement rather than #ght

openl"$ 5uccessful negotiation involves themanagement of tangi$les (terms of

agreements) and also the resolution ofintangi$les (use of emotions)Copyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction ordistri"ution without the prior written consent o# McGraw-Hill Education.

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…cont

6nterdependence need each other in

orderto achieve their preferred o$7ectives oroutcomes

utual ad7ustment mutual ad7ustment

happens

in the process of negotiation and changesoccur

during a negotiation.oncession making when one part"

agrees to

make a change in his or her position, aconcession


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CONFLICT

.on&ict ma" $e de#ned as a;

3sharp disagreement or

opposition4 and includes3the perceived divergenceof interest, or a $elief that

the parties< currentaspirations cannot $eachieved simultaneousl"4:


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LEVELS OF CONFLICT

6ntrapersonal or intraps"chic

con&ict◦ .on&ict that occurs within anindividual

2e want an ice cream cone$adl", $ut we know that icecream is ver" fattening

6nterpersonal con&ict◦ .on&ict is $etween individuals

.on&ict $etween $osses and

su$ordinates, spouses,Copyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction ordistri"ution without the prior written consent o# McGraw-Hill Education.

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…cont

6ntragroup .on&ict

◦ .on&ict is within a groupmong team and committeemem$ers, within families,

classes etc:6ntergroup .on&ict

◦ .on&ict can occur $etween

organi>ations, warring nations,feuding families, or withinsplintered, fragmentedcommunities

◦ *hese negotiations are theCopyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction ordistri"ution without the prior written consent o# McGraw-Hill Education.

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DYSFUNCTIONS OF


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DYSFUNCTIONS OF

CONFLICT

1: .ompetitive, win-lose goals?: isperception and $ias

@: Amotionalit"

B: ecreased communication

C: lurred issues

D: Eigid commitments

F: agni#ed dierences,minimi>ed similarities

8: Ascalation of con&ict


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FUNCTIONS OF CONFLICT

1: akes organi>ational mem$ers more

aware and a$le to cope withpro$lems through discussion:

?: Promises organi>ational change andadaptation:

@: 5trengthens relationships andheightens morale:

B: Promotes awareness of self andothers:

C: Anhances personal development:D: Ancourages ps"chological

developmentGit helps people$ecome more accurate and realistic

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STYLES OF CONFLICT MANAGEMENT

1: .ontending

◦ ctors pursue own outcomesstrongl", show little concern for otherpart" o$taining their desiredoutcomes

?: ielding◦ ctors show little interest in whether

the" attain own outcomes, $ut areHuite interested in whether the otherpart" attains their outcomes

@: 6naction◦ ctors show little interest in whether

the" attain own outcomes, and littleconcern a$out whether the other

part" o$tains their outcomeCopyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction ordistri"ution without the prior written consent o# McGraw-Hill Education. 2-1&


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…cont

B: Pro$lem solving

ctors show high concern ino$taining own outcomes, aswell as high concern for the

other part" o$taining theiroutcomes

C: .ompromising

ctors show moderateconcern in o$taining ownoutcomes, as well as

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CRITERIA OF NEGOTIATORS

$ Negotiators must $e a$le torecogni>e situations that reHuiremore of one approach than theother:

$ Negotiators must $e versatile intheir comfort and use of $othma7or strategic approaches:

$ Negotiator perceptions ofsituations tend to $e $iasedtoward seeing pro$lems as more

distri$utiveIcompetitive thanCopyright © 2015 McGraw-Hill Education. All rights resered. !o reproduction ordistri"ution without the prior written consent o# McGraw-Hill Education.

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THE KEY DIFFERENCES AMONG

NEGOTIATORS

$ ierences in interests:

$ ierences in 7udgmentsa$out future:

$ ierences in risk tolerance:

$ ierences in timepreference:


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negotiation technique chapter 1

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