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(Lewicki, Saunders & Barry. 2011)
Ch 1 - The Nature of Negotiation
(Lewicki, Saunders & Barry. 2011)
LRD 655 - Wallace
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(Lewicki, Saunders & Barry. 2011)
Daily Occurrences
Negotiation is something
that everyone does to varying
degrees.
1-2
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(Lewicki, Saunders & Barry. 2011)
Negotiations
• Sharing or dividing limited resources
• Creation of something new
• Collaboration• Mergers & acquisitions• Dispute resolution• Customer service
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(Lewicki, Saunders & Barry. 2011)
Not Bargaining
• Bargaining is a competitive win-lose tactic (old school).
• Negotiation requires win-win objectives for complex situations that are mutually acceptable to all stakeholders.
1-4
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(Lewicki, Saunders & Barry. 2011)
Negotiation Key Themes
1. Definitions and characteristics
2. Interdependence
3. Conflict dynamics and management processes.
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(Lewicki, Saunders & Barry. 2011)
Characteristics
• Two or more parties• Conflict between
needs and desires• We believe we can do
better by negotiating• We should expect a
“give-and-take” process
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(Lewicki, Saunders & Barry. 2011)
Characteristics
• We seek agreement over:– Openly arguing– Surrendering– Discontinuing contact permanently– Hiring third party mediation
• Successful negotiation involves:– Managing the tangibles– Resolving intangibles
• Psychological motivations
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(Lewicki, Saunders & Barry. 2011)
Interdependence
Mutual need• Interdependent goals are
a highly important aspect of negotiation• Win-lose: I win, you
lose won’t work.• Win-win: Both sides
gain.• Win-win-win: Other
stakeholders gain.
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(Lewicki, Saunders & Barry. 2011)
Interdependence
InterdependentGoals
A’s Goals
Conflicting
Convergent
B’s Goals
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(Lewicki, Saunders & Barry. 2011)
Outcomes
• Interdependence levels and situation structure guide both processes and outcomes– Zero-sum or distributive
– one winner– Non-zero-sum or
integrative: mutual benefits
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(Lewicki, Saunders & Barry. 2011)
Alternatives (BATNA)
Desire
Alternatives
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(Lewicki, Saunders & Barry. 2011)
Mutual Adjustment
Share
Observe
Listen
Understand
Adjust • Mutual influence is ongoing
• Primary change force
• External locus of control
• Continual adjustment
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(Lewicki, Saunders & Barry. 2011)
Concession Making
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(Lewicki, Saunders & Barry. 2011)
Two Dilemmas
HONESTY TRUST
1-14
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Value Claiming & Creation
Selfish Sharingor
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Value Claiming & Creation
Claimin
g
Creating
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Value Differences
• Interests
• Visions
• Risk
• Time
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Conflict
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Levels of Conflict
Intrapersonal-
IntrapsychicInterpersonal
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Group Levels of Conflict
Intragroup Intergroup
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Dysfunctions
1. Competitive, win-lose goals2. Misperception and bias3. Emotionality4. Decreased communication5. Blurred issues6. Rigid commitments7. Magnified differences - minimized similarities8. Escalation of conflict
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(Lewicki, Saunders & Barry. 2011)
Functions and Benefits
1. Organizational members more engaged with increased coping skills via discussion.
2. Promises organizational adaptation and change.3. Improves relationships and heightens morale.4. Promotes self awareness and empathy.5. Enhances personal development.6. Builds psychological development
& improving self analysis.7. Can be stimulating and fun.
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Dual Concerns Model
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(Lewicki, Saunders & Barry. 2011)
Dual Concerns Model
Graphic Source: Emerald Insight
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(Lewicki, Saunders & Barry. 2011)
Conflict Management1-25
ContendingInaction
Yielding Problem Solving
Compromising
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Your Patterns?
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(Lewicki, Saunders & Barry. 2011)
Assignments
• Watch the Video• Read Chapter 1• Research Body
Language and post in the Discussion Thread
• Journal• Take the Chapter 1 Quiz
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(Lewicki, Saunders & Barry. 2011)
Time to Grow