16: Barbara Zapisetskaya - 10 Negotiation Myths

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Questions and Answers

In complex, multi-party negotiations, what advanced preparatory step, beyond identifying individual goals, most significantly correlates with positive outcomes?

  • Establishing a detailed simulation of the negotiation dynamics, utilizing game theory to anticipate coalition formation and shifts in power. (correct)
  • Developing a comprehensive Bayesian network model to predict each party's likely responses to various offers.
  • Creating a multi-layered influence strategy that leverages both direct persuasion and indirect social proofing to sway decision-makers.
  • Quantifying all potential concessions with precise monetary values to establish clear bargaining limits.

The proposition that 'first impressions do not matter' is fundamentally flawed; individuals form snap judgments within two seconds of an encounter, and these initial assessments rarely undergo substantial revision throughout the negotiation process, irrespective of subsequent information.

True (A)

In the context of transactional law negotiations, describe the 'anchoring effect' and outline a sophisticated strategy for mitigating its potentially detrimental consequences.

The 'anchoring effect' is a cognitive bias where initial information heavily influences subsequent decisions. Mitigation involves pre-emptive counter-anchoring, presenting a carefully justified but extreme counter-offer to recalibrate expectations.

When faced with a counterpart expressing anger, employing a dialectical behavioral therapy (DBT)-based approach involves validating their emotional experience while simultaneously ______ the problematic behavior associated with that emotion to de-escalate the situation.

<p>limit-setting</p> Signup and view all the answers

Match each negotiation myth with the corresponding evidence-based strategy for enhancing negotiation effectiveness:

<p>Myth: 'I'm not into negotiations' = Strategy: Recognize negotiation is inherent in interactions and practice uncomfortable conversations. Myth: 'I know what I'm doing and do not need to prepare' = Strategy: Prioritize strategic preparation, focusing on 'what' to achieve and 'how' to achieve it. Myth: 'First impressions do not matter' = Strategy: Cultivate a presence that conveys confidence through body language and engagement. Myth: 'What I say matters' = Strategy: Be aware that success is achieved through the tone of your voice and non-verbal cues.</p> Signup and view all the answers

In high-stakes negotiations involving intellectual property rights, which strategic framework offers the most robust approach to assessing the counterpart's underlying interests and constraints?

<p>A constraint satisfaction problem (CSP) model, identifying and prioritizing the counterpart's critical constraints to predict acceptable outcomes. (D)</p> Signup and view all the answers

The assertion that 'No is a No' implies a fixed endpoint in negotiations; in reality, a 'no' should be regarded as an initial barrier that calls for a shift in approach, deeper inquiry, and the potential exploration of alternative solutions to convert resistance to acceptance.

<p>True (A)</p> Signup and view all the answers

Define the concept of 'integrative negotiation' and describe how a transactional lawyer might strategically employ this approach in a complex merger and acquisition (M&A) transaction.

<p>'Integrative negotiation' seeks win-win outcomes by focusing on mutual gains. In M&amp;A, a lawyer could identify and leverage non-monetary interests, such as synergistic operational integration, to create additional value and facilitate agreement.</p> Signup and view all the answers

In the context of cross-cultural negotiations, the concept of 'face' (a person's sense of dignity or prestige) is paramount; a skilled negotiator avoids direct confrontation and maintains 'face' by employing ______ communication strategies, ensuring that no party feels publicly embarrassed or humiliated.

<p>high-context</p> Signup and view all the answers

Match each type of 'yes' with its implications in transactional negotiation:

<p>'Counterfeit Yes' = Represents a desire to avoid conflict, often hiding a 'no'. 'Confirmation Yes' = Indicates understanding without necessarily agreeing to action. 'Commitment Yes' = Signifies a genuine agreement leading to tangible action.</p> Signup and view all the answers

In scenario where you observe a counterparty escalating tension through aggressive behavior, which de-escalation technique leveraging emotional intelligence is most strategically sound?

<p>Acknowledging their emotional state and redirecting the conversation toward collaborative problem-solving with open-ended questions. (A)</p> Signup and view all the answers

The assertion that 'aggressive people win the day' accurately encapsulates successful negotiation tactics; deploying assertive, even confrontational strategies, invariably yields optimal outcomes in complex transactional negotiations.

<p>False (B)</p> Signup and view all the answers

Articulate a sophisticated strategy for leveraging silence as a tactical tool during a critical phase of contract negotiation related to liability allocation, where emotional tensions are palpably rising.

<p>Strategic silence can be employed to induce discomfort and elicit concessions from the counterpart, especially when they are eager to fill the void and resolve the tension.</p> Signup and view all the answers

Expert negotiators demonstrate a marked tendency to explore the other party's underlying motivations and constraints through strategic inquiry, often framing their requests as ______ to elicit detailed explanations.

<p>open-ended questions</p> Signup and view all the answers

Match each of the negotiator's traits to its impact on negotiation:

<p>Active Listening = Demonstrates engagement, understanding, and respect, creating rapport. Effective Questioning = Elicits critical information, clarifying positions and uncovering hidden interests. Emotional Intelligence = Manages emotional dynamics, de-escalating tension and fostering collaboration.</p> Signup and view all the answers

In a complex software licensing negotiation, where the counterparty insists on a 'most favored nation' (MFN) clause, which advanced strategy could mitigate potential risks associated with future, more favorable licensing agreements?

<p>Defining clear, objective criteria for determining 'equivalency' in future agreements, preventing subjective interpretations. (D)</p> Signup and view all the answers

In complex negotiations, framing an argument with fewer, but more compelling reasons can result in a weakness of their least compelling one. This is because the average negotiator can overbear and lose ground with too many different arguments.

<p>True (A)</p> Signup and view all the answers

Within the context of international arbitration, describe a scenario when you might use first impression to your advantage.

<p>One might use first impression to their advantage to set the tone of the negotiation. By showing power skills such as eye contact and good use of hands, they might instill positive sentiment on your audience.</p> Signup and view all the answers

When faced with a cross-cultural negotiation, it is important to use a ______, due to the fact that you may not understand the differences of cultural communication.

<p>calm and steady tone</p> Signup and view all the answers

Match the listening impediment with its action:

<p>Waiting your turn to speak = Is an action that does not qualify as listening Thinking about/formulating what you will say = Is an action that does not qualify as listening Transcribing verbatim = Is an action that does not qualify as listening</p> Signup and view all the answers

When taking the other sides perspective(perspective seeking), which soft skill is most impactful?

<p>Questions (D)</p> Signup and view all the answers

It will always benefit a negotiator to 'take the other side's perspective'.

<p>False (B)</p> Signup and view all the answers

Can silence be a communication tool? If so, what scenario might showcase this?

<p>Silence is a communication tool and may be used to convey authority or distrust.</p> Signup and view all the answers

When a party indicates 'no', this shouldn't be seen as the conclusion to a negotiation. In fact, it signifies the ______.

<p>beginning</p> Signup and view all the answers

Match the negotiators response with potential emotion being expressed by the counterparty:

<p>When your counterparty may exhibit anger = You need to be genuinely curious, because when we are curious, we do not feel anger.</p> Signup and view all the answers

What is the percentage of negotiation success that is attributed to effective preparation?

<p>45% (B)</p> Signup and view all the answers

The only questions that matter are the questions that you want answered for a negotiation.

<p>False (B)</p> Signup and view all the answers

Who is Adam Grant and how might is work relate to that of negotiator skills?

<p>Adam Grant is an, organizational psychologist and #1 New York Times bestselling author, who speaks to mindset and the ability to change.</p> Signup and view all the answers

First impressions are incredibly important and researchers have found when we first meet an individual/group, we make a snap decision in the first ______.

<p>two seconds</p> Signup and view all the answers

Match the skill number with the soft skill:

<p>Skill No. 1 = Be a winner Skill No. 2 = Use your hands Skill No. 3 = Engage Eye Contact</p> Signup and view all the answers

According to Albert Mehrabian's communications research, what percentage of impact is derived from non-verbal cues?

<p>55% (A)</p> Signup and view all the answers

When negotiating or communicating, your tone of voice has no significant impact on your message being conveyed.

<p>False (B)</p> Signup and view all the answers

Give some examples of ways that a negotiator can greatly improve active listening?

<p>A negotiator can improve their active listening by being attentive, being seen to be attentive, and summarizing.</p> Signup and view all the answers

According to Simon Sinek, 'The best way to practice uncomfortable conversations is by actually ______.'

<p>having them</p> Signup and view all the answers

Match the negotiation strategy:

<p>Average Negotiators = Went in armed for battle, hardly taking note of any anticipated areas of agreement. Expert Negotiators = Mapped out a series of steps.</p> Signup and view all the answers

Expert negotiators presented the following regarding cases:

<p>Fewer reasons to support their case. (C)</p> Signup and view all the answers

Average negotiators brought up too few arguments.

<p>False (B)</p> Signup and view all the answers

Give an example of something to consider when focusing on your counterpart.

<p>What do they want to achieve?</p> Signup and view all the answers

In the context of negotiation strategies, if a negotiator overtly signals indifference towards engaging in negotiations, what potential game-theoretic outcome are they attempting to induce?

<p>A Stackelberg equilibrium where the negotiator, as a first mover, aims to establish a commitment device, influencing the counterparty's subsequent actions by affecting their beliefs about the negotiator's reservation price. (D)</p> Signup and view all the answers

Given the empirical evidence suggesting that meticulous preparation accounts for approximately 45% of negotiation success, neglecting to anticipate a comprehensive framework of potential concessions and fallback positions constitutes a deviation from standard expected utility maximization frameworks.

<p>True (A)</p> Signup and view all the answers

Elaborate on the cognitive mechanisms and evolutionary underpinnings driving the phenomenon of 'snap judgements' within the initial two seconds of an interpersonal encounter, referencing current neuroscientific research.

<p>Snap judgements, formed within the first two seconds, are driven by rapid neural processing rooted in evolutionary mechanisms for survival. These processes involve the amygdala for threat assessment and the prefrontal cortex for social categorization, influencing trust and cooperation biases.</p> Signup and view all the answers

According to Mehrabian's communication model, ______ cues have the highest statistical impact on communication effectiveness.

<p>non-verbal</p> Signup and view all the answers

In the context of negotiation, mirror neurons facilitate which of the following cognitive processes?

<p>Induction of isomorphic affective states via embodied simulation. (D)</p> Signup and view all the answers

In strategic negotiation contexts, deploying silence as a tactic invariably diminishes the negotiator's perceived credibility and control over the discourse.

<p>False (B)</p> Signup and view all the answers

From a behavioral economics perspective, elucidate why framing a 'no' as an impasse represents a suboptimal strategy and propose an alternative, more adaptive approach to transforming resistance into a cooperative dialogue.

<p>Framing a 'no' as an impasse neglects the potential for loss aversion and endowment effects. An adaptive approach involves reframing the 'no' as an opportunity to explore unmet needs, creating a negotiation space based on psychological biases.</p> Signup and view all the answers

Within the taxonomy of 'yes' responses in a negotiation, which type is most likely to induce post-agreement transactional hazards?

<p>A counterfeit 'yes' employed strategically to conceal a BATNA and obfuscate the negotiator's true reservation price. (D)</p> Signup and view all the answers

Expert negotiators prioritize [_] over overt aggression to open up the possibilities of mutually beneficial agreements.

<p>curiosity</p> Signup and view all the answers

Match the negotiation tactic with the corresponding psychological principle it exploits:

<p>Anchoring Bias = Presenting an initial offer that skews the counterparty's perception of the value. Framing Effect = Presenting the same information in different ways to manipulate risk preferences. Loss Aversion = Highlighting potential losses rather than gains to motivate decisions. Cognitive Dissonance = Creating a state of mental discomfort to pressure alignment with negotiator's views.</p> Signup and view all the answers

Flashcards

What is negotiation?

Any scenario where you want someone to say yes to anything.

Negotiation Preparation

45% of negotiation success is attributed to effective preparation.

Focus on Your Team First

Determine your goals, relationship with the other party, bargaining power, team roles, and anticipate difficult questions.

Focus on Your Counterpart

Consider who you're meeting with, what they want, why they want it, how you can help them, and any deadlines.

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Expert Negotiator Strategy

Expert negotiators map out a series of 'dance steps' to achieve common ground, devoting more than a third of their planning to this.

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Arguments in Negotiation

Expert negotiators present fewer reasons to support their case, while average negotiators use too many arguments.

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First Impressions Matter

Snap judgments are made in the first two seconds of meeting someone.

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Tone of Voice

The way we speak, the pace, and the intonation all contribute to how our message is perceived.

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Communication Breakdown

In communication, 55% is derived from non-verbal cues, 38% from tone of voice, and 7% from words.

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Intent to Understand

Listening to understand promotes genuine connection.

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Active Listening

Active listening involves being attentive, being seen to be attentive, and summarizing.

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Perspective Seeking

Actually talking to people to gain insight into the nuances of their view

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Conversation Control

The listener has control of the conversation.

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Value of silence

A powerful tool to build connection, establish trust and give others space respond in a way that is non-confrontational.

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Conflict Inevitability

Conflict is inevitable

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Expert negotiators rarely go into offence or defense.

By expressing curiosity

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Likely to comment

To comment on one's feelings about the process and test their understanding of the other side's feelings

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Study Notes

  • 10 Myths of Negotiation from a Transactional Lawyer’s Perspective

Agenda

  • "I'm not into negotiations"
  • "I know what I'm doing and do not need to prepare"
  • "First impressions do not matter"
  • "What I say matters"
  • "I need to make sure I say what I need"
  • "Take the other side's perspective"
  • "I can't stay silent"
  • "No is a No"
  • "Yes is a Yes"
  • "Aggressive people win the day"

Myth 1: "I'm not into negotiations"

  • Negotiation is needed if you want somebody to say yes to anything.
  • Negotiation is needed if someone is trying to get you to say yes to something.
  • Negotiation is needed if you say "I want" or you think "I need".

Benefits of negotiation

  • The best way to practice uncomfortable conversations is by actually having them
  • Being uncomfortable is part of being human.

Myth 2: "I know what I'm doing and I do not need to prepare"

  • 45% of negotiation success is attributed to effective preparation.
  • Think WHAT you are hoping to achieve.
  • Think HOW you are going to get there.

Focus on Team

  • Consider your goals and objectives.
  • Consider your relationship with the other party.
  • Consider your bargaining power.
  • Consider who is on your team and their roles.
  • Consider how you are going to negotiate.
  • Anticipate the questions you do not want to answer.

Focus on Counterpart

  • Think about who you are going to meet and what they want to achieve.
  • Who are you going to meet?
  • What do they want?
  • Why do they want it?
  • How can I help them get it (while still winning myself)?
  • Any pressing deadlines?

Expert Negotiators vs. Average Negotiators Study, Rule 1: Dance Steps

  • Average Negotiators went in armed for battle, hardly taking note of any anticipated areas of agreement.
  • Expert Negotiators mapped out a series of dance steps that might be able to take with the other side, devoting more than a third of their planning comments to finding common ground.

Expert Negotiators vs. Average Negotiators Study, Rule 2: Key Arguments

  • Expert Negotiators presented fewer reasons to support their case so not to water down their best points.
  • Average Negotiators brought up too many different arguments, losing ground because of the weakness of their least compelling argument.

Gathering Information

  • Every negotiation has various unknowns.
  • Focus on gathering information, then adapt your approach

Myth 3: "First impressions do not matter"

  • Research has found that we make a snap judgement in the first two seconds of meeting someone.
  • Skill No.1: Be a winner (olympic athletes)
  • Low Power Posing vs Power Pose: Testosterone Increases 20%, Stress Hormone down 25%, Risk Tolerance Increases 33%
  • Eyes are the first thing people notice.
  • Skill No.2: Use your hands.
  • Skill No.3: Engage Eye Contact.
  • In the average conversation, people typically hold eye contact for 61-91% of the time.

Myth 4: "What I say matters"

  • Rules of Personal Communication: Science
  • 55% derived from non-verbal clues
  • 38% derived from your tone of voice
  • 7% derived from what you say
  • The role of Tone of Voice
  • Your tone of voice can greatly affect the negotiation dynamic.
  • Your voice will inspire your counterpart to feel the same kinds of emotions that you are expressing by activating an empathetic response from their brain's mirror neurons.
  • A calm and steady tone can project confidence and professionalism, while an aggressive or confrontational tone may hinder productive discussions.

Myth 5: "I need to make sure I bring my points across"

  • Quote by Stephen Covey - Most people do not listen with the intent to understand, most people listen with the intent to reply.
  • What is not listening?
  • Waiting for your turn to speak is not listening.
  • Letting someone else speak is not the same as listening.
  • Thinking about and formulating what you are going to say in response is not listening.
  • Transcribing verbatim is not listening.
  • Some tips to improve your active listening skills...
  • Be attentive
  • Be seen to be attentive
  • Summarise

Myth 6: "Take the other side's perspective"

  • What works is not perspective taking but perspective seeking, actually talking to people to gain insight into the nuances of their view.
  • Expert Negotiators vs. Average Negotiators Study Rule 3: Ask Questions
  • Expert Negotiators were less assertive and led by letting their partners step forward, using questions.
  • Questions
  • The listener has control of the conversation
  • Avoid questions that can be answered with yes or no.
  • Start every questions with what, how, (and sometimes but rarely with why).
  • What makes you ask?
  • What about [X] is important to you?
  • How can I help make this better for us?
  • How would you like me to proceed?
  • What is it that brought us into this situation?
  • How can we solve the problem?
  • What's the objective?
  • What are we trying to accomplish here?

Myth 7: "I can't stay silent"

  • Silence is a powerful tool to build connection, establish trust and give others space to respond in a way that is non-confrontational.

Myth 8: "No is a No"

  • No is not the end of negotiations, no is the beginning of negotiations...

Myth 9: "Yes is a Yes"

  • There are three kinds of "yes"
  • Counterfeit - Yes as an escape route (want to say No)
  • Confirmation - Reflective response question, Affirmation with no promise of action
  • Commitment - True agreement that leads to action.

Myth 10: "Aggressive people win the day"

  • Emotions are contagious: Science
  • Conflict is inevitable
  • When anyone inhibits stress, the blood pressure of the people around them also increases (The Leading Brain).
  • Your counterparty may exhibit anger because: This is their way of saying you are not getting something. They think you are not listening. They try to manipulate you.
  • Your response? You'd need to be genuinely curious. When we are curious, we do not feel anger.
  • Expert Negotiators vs Average Negotiators Study Rule 4: Curiosity
  • Average Negotiators were more likely to enter into defend-attack spirals, prevented opening of their minds.
  • Expert Negotiators rarely went in offence or defence.
  • Instead they expressed curiosity with questions - "so you do not see any merit in this proposal at all?"
  • Expert Negotiators vs Average Negotiators Study Rule 5: Focus on Feelings
  • Expert Negotiators were more likely to comment on their feelings about the process and test their understanding of the other side's feelings.

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