Podcast
Questions and Answers
In a negotiation context, which statement best describes the difference between bargaining and negotiation?
In a negotiation context, which statement best describes the difference between bargaining and negotiation?
- Bargaining describes win-win situations, whereas negotiation describes competitive win-lose situations.
- Bargaining describes competitive win-lose situations, whereas negotiation refers to win-win situations. (correct)
- Bargaining focuses on long-term relationships, whereas negotiation is about short-term gains.
- Bargaining involves give-and-take, while negotiation does not require any concessions.
Which of the following is NOT a fundamental characteristic of a negotiation situation?
Which of the following is NOT a fundamental characteristic of a negotiation situation?
- A give-and-take process is expected.
- A desire from all parties to avoid conflict at all costs. (correct)
- Parties have conflicting needs and desires.
- Two or more parties are involved.
What does interdependence in negotiation imply?
What does interdependence in negotiation imply?
- Parties can meet their needs without the assistance of others.
- Parties are completely self-reliant and do not require external resources.
- Parties achieve less working together than they would individually.
- Parties rely on each other to achieve their goals, with interlocking goals. (correct)
In a zero-sum negotiation, what is the relationship between the goal attainments of the parties involved?
In a zero-sum negotiation, what is the relationship between the goal attainments of the parties involved?
Which of the following scenarios exemplifies a mutual-gains (integrative) negotiation?
Which of the following scenarios exemplifies a mutual-gains (integrative) negotiation?
Why is understanding your own and the other party's BATNA crucial in negotiation?
Why is understanding your own and the other party's BATNA crucial in negotiation?
In a negotiation, if one party is heavily dependent on the other for a crucial resource, how does this power dynamic typically manifest?
In a negotiation, if one party is heavily dependent on the other for a crucial resource, how does this power dynamic typically manifest?
How does understanding the 'intangibles' in a negotiation contribute to a negotiator's effectiveness?
How does understanding the 'intangibles' in a negotiation contribute to a negotiator's effectiveness?
Which of the following best illustrates the concept of 'BATNA' in a negotiation?
Which of the following best illustrates the concept of 'BATNA' in a negotiation?
How does making a concession typically affect the bargaining range in a negotiation?
How does making a concession typically affect the bargaining range in a negotiation?
In the 'dilemma of honesty,' what is the main challenge a negotiator faces?
In the 'dilemma of honesty,' what is the main challenge a negotiator faces?
Which strategy would most likely enhance the perception of process credibility during a negotiation?
Which strategy would most likely enhance the perception of process credibility during a negotiation?
During negotiations, what implications arise from the 'dilemma of trust'?
During negotiations, what implications arise from the 'dilemma of trust'?
In what context is a win-lose strategy most commonly employed, according to the text?
In what context is a win-lose strategy most commonly employed, according to the text?
How do trust and fairness impact concession-making during negotiations?
How do trust and fairness impact concession-making during negotiations?
What is the primary aim of integrative negotiation?
What is the primary aim of integrative negotiation?
In a negotiation scenario, when should a negotiator prioritize a value-creating approach over a value-claiming approach?
In a negotiation scenario, when should a negotiator prioritize a value-creating approach over a value-claiming approach?
Which of the following is NOT identified as a key difference between negotiators that can be exploited to create value?
Which of the following is NOT identified as a key difference between negotiators that can be exploited to create value?
Which scenario best exemplifies interpersonal conflict?
Which scenario best exemplifies interpersonal conflict?
How can misperceptions and misunderstandings escalate conflict between parties?
How can misperceptions and misunderstandings escalate conflict between parties?
Which of the following best illustrates intergroup conflict?
Which of the following best illustrates intergroup conflict?
Which statement accurately distinguishes between claiming and creating value in negotiation?
Which statement accurately distinguishes between claiming and creating value in negotiation?
What is a potential dysfunction of conflict within a team or organization?
What is a potential dysfunction of conflict within a team or organization?
A company is facing a critical cash flow shortage. How might this difference in risk tolerance be leveraged in a negotiation?
A company is facing a critical cash flow shortage. How might this difference in risk tolerance be leveraged in a negotiation?
Flashcards
Bargaining
Bargaining
Competitive situations where one party's gain is another's loss.
Negotiation
Negotiation
Collaborative situations aimed at mutual benefit.
Negotiation Situation
Negotiation Situation
A situation involving two or more parties with conflicting needs/desires, choosing to interact for resolution.
Interdependence
Interdependence
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Zero-Sum / Distributive
Zero-Sum / Distributive
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Mutual-Gains / Integrative
Mutual-Gains / Integrative
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BATNA
BATNA
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Positive Correlation
Positive Correlation
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Mutual Adjustment
Mutual Adjustment
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Concession
Concession
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Dilemma of Honesty
Dilemma of Honesty
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Dilemma of Trust
Dilemma of Trust
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Shape Outcome Perceptions
Shape Outcome Perceptions
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Enhance Process Credibility
Enhance Process Credibility
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Value Claiming
Value Claiming
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Versatile Negotiation
Versatile Negotiation
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Sources of Value Creation
Sources of Value Creation
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Compatibility in Negotiation
Compatibility in Negotiation
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Conflict
Conflict
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Intrapersonal Conflict
Intrapersonal Conflict
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Interpersonal Conflict
Interpersonal Conflict
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Intragroup Conflict
Intragroup Conflict
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Intergroup Conflict
Intergroup Conflict
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Study Notes
Style and Approach
- Bargaining describes competitive win-lose situations
- Negotiation aims for win-win outcomes
- Give-and-take and factors shaping the negotiation before or around it are important
- Insights are drawn from personal experience, media, and research
Characteristics of a Negotiation Situation
- Requires two or more parties
- Involves a conflict of needs/desires
- Parties negotiate by choice
- A give-and-take dynamic is expected
- Managing tangibles and resolving underlying intangible motivations is key
Interdependence
- Working interdependently means parties achieve better outcomes than working alone
- Independent parties meet their own needs without assistance
- Dependent parties rely on others for their needs
- Interdependent parties have interlocking goals
Types of Interdependence Affect Outcomes
- Goal interdependence and the situation's structure shape negotiation
- Zero-sum/distributive situations are competitive with only one winner and negative correlation between goal attainments
- Mutual-gains/integrative situations are non-zero sum with positive correlation wherein one person's success doesn't block others' goals
Alternatives Shape Interdependence
- Best Alternative To a Negotiated Agreement (BATNA) is key
- Agreements depend on the attractiveness of available alternatives
- Understanding your own BATNA as well as the other party’s is important
- A BATNA offers independence, dependence, or interdependence
- Negotiators can always walk away, providing an alternative
Mutual Adjustment and Concession Making
- Negotiations transform over time through mutual adjustment
- Negotiations start with each party stating their preferred settlement proposal
- If a proposal is not readily accepted, it's defended/critiqued
- A concession is made when a party agrees to change
- The bargaining range is constrained further when a concession occurs
Two Dilemmas in Mutual Adjustment
- Honesty involves truth-telling, and what to disclose to the other party
- Telling everything may lead to exploitation, telling nothing may cause stalemate
- Trust involves how much to believe from the other party, and how to weight what they say
- Believing everything could enable exploitation, believing nothing will cause a failure to reach an agreement
Outcomes and Processes
- Trust and fairness aid concessions
- Shape outcome perceptions by managing how the receiver views the result
- Enhance process credibility by signaling fairness and reciprocity
Value Claiming and Value Creation
- Interdependence structure shapes negotiator strategies/tactics
- Distributive situations use win-lose strategies where both parties pursue being the "one winner"
- Integrative negotiation seeks to achieve both parties goals with win-win strategies
Implications of Claiming and Creating Value
- Most negotiations combine value claiming and creating
- Versatility is key
- Distributive strategies are often overused
- This can leave value on the table
- Successful coordination of interdependence can lead to synergy
Value Creation and Negotiator Differences
- Exploiting the differences between negotiators is at the heart of value creation
- Finding compatibility is key
- People's perception of an item's future value differ
- A company with cash flow issues assumes less risk
- There are differences in time preferences between negotiators
Conflict
- Conflict arises from divergent and incompatible needs, misperceptions, misunderstandings, or very different outcomes
- Conflict involves disagreement or opposition, with a belief that parties’ needs cannot be achieved simultaneously
Levels of Conflict
- Intrapersonal conflict occurs within an individual
- Interpersonal conflict occurs between individuals
- Intragroup conflict exists within a group
- Intergroup conflict occurs between organizations, ethnic groups, etc., and comprise the most complex negotiations
Functions and Dysfunctions of Conflict
- Productive aspects include discussion, change, relationship strengthening, awareness, and personal and psychological growth
- Destructive aspects include competitive goals, misperception, decreased communication, magnified differences, emotionality, blurred issues, rigid commitments, and escalation
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Description
Explore core negotiation concepts. Questions cover bargaining vs. negotiation, interdependence, zero-sum games, and mutual gains. Also covers BATNA importance, power dynamics, intangibles, and bargaining range impact.