Negotiation Strategies and BATNA

Choose a study mode

Play Quiz
Study Flashcards
Spaced Repetition
Chat to Lesson

Podcast

Play an AI-generated podcast conversation about this lesson
Download our mobile app to listen on the go
Get App

Questions and Answers

What happens when one party demands a bargain beyond the other party's reservation point?

  • The negotiation is successfully concluded.
  • An impasse is likely to occur. (correct)
  • An effective agreement is reached.
  • An economic imbalance occurs.

In the example provided, what is the positive bargaining zone between the organization and the employee?

  • $93,000 and $97,000 (correct)
  • $90,000 and $93,000
  • $90,000 and $100,000
  • $97,000 and $100,000

What is indicated when the reservation points for two parties do not overlap?

  • A compromise solution is attainable.
  • A negative bargaining zone exists. (correct)
  • A financial agreement is imminent.
  • A mutual understanding has been reached.

What characterizes one-issue negotiations?

<p>They do not allow for value creation. (C)</p> Signup and view all the answers

What was a significant outcome of the Camp David Accords negotiation attempts?

<p>Neither side found a compromise that worked. (C)</p> Signup and view all the answers

What is one reason women may have worse economic outcomes in negotiations compared to men?

<p>Agentic behaviors are not congruent with the female gender role. (A)</p> Signup and view all the answers

In the context of social role theory, what characteristic is primarily associated with the female gender role?

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

How do women typically adjust their negotiation behavior in light of potential social backlash?

<p>By conforming to stereotypic female qualities. (B)</p> Signup and view all the answers

What is suggested to potentially reverse gender differences in negotiation?

<p>Creating contexts where negotiation aligns with female gender roles. (C)</p> Signup and view all the answers

Why are gender differences in negotiation outcomes considered complex?

<p>The negotiation context can moderate the effects of gender on outcomes. (D)</p> Signup and view all the answers

What factor can affect women's role congruity during negotiations?

<p>The structure of the negotiating situation (A)</p> Signup and view all the answers

How does advocacy influence women's negotiation behavior?

<p>Women advocating for others negotiate assertively with less anticipated backlash (D)</p> Signup and view all the answers

What role does structural ambiguity play in negotiations?

<p>Reduces reliance on preconceived gender roles (B)</p> Signup and view all the answers

What is a potential impact of gaining negotiation experience?

<p>It provides a clearer understanding of negotiation protocols (A)</p> Signup and view all the answers

What typically discourages women from initiating negotiations?

<p>Stereotypes associated with female assertiveness (A)</p> Signup and view all the answers

What factor may lead women to self-initiate negotiations instead of only responding to challenges?

<p>Normative behavior of assertiveness (D)</p> Signup and view all the answers

What is a characteristic of distributive negotiations?

<p>Only one issue is negotiated (D)</p> Signup and view all the answers

How do assertive behaviors influence economic outcomes in negotiations?

<p>They are regarded as masculine and maximize outcomes (C)</p> Signup and view all the answers

In what way might women be disadvantaged in integrative negotiations compared to men?

<p>By yielding prematurely in negotiations (C)</p> Signup and view all the answers

What outcome can result from lower role incongruity in integrative negotiations for women?

<p>Reduced gender differences in negotiation results (D)</p> Signup and view all the answers

Flashcards

Bargaining Zone

The range of possible agreements in a negotiation where both parties would be better off than their reservation point.

Reservation Point

The point at which a negotiator is indifferent to reaching an agreement or walking away.

Claiming Value

The process of maximizing your share of the existing value in a negotiation.

Creating Value

The process of creating new value in a negotiation that benefits both parties.

Signup and view all the flashcards

One-Issue Negotiation

A negotiation where both parties are only focusing on dividing a fixed pie, without creating new value.

Signup and view all the flashcards

Situation-Based Moderators in Negotiations

How the situation influences gender roles in negotiation. Things like whether someone is negotiating for themselves or others and the level of ambiguity in the situation.

Signup and view all the flashcards

Structural Ambiguity

When a negotiator is clear about the negotiating range, they're less likely to rely on gender stereotypes.

Signup and view all the flashcards

Experience as a Moderator

Negotiating experience helps develop a 'script' for appropriate behavior, reducing the influence of gender roles.

Signup and view all the flashcards

Self-Initiated Negotiation

Women's reluctance to initiate negotiations because it's perceived as a masculine trait.

Signup and view all the flashcards

Advocacy and Gender Role Congruity

This occurs when women negotiate on behalf of others, their assertiveness may be interpreted as caring rather than aggressive.

Signup and view all the flashcards

Gender Differences in Negotiation

Women tend to negotiate less assertively and competitively than men due to societal expectations and the fear of negative consequences for behaving outside of traditional gender roles. This can result in women getting worse economic outcomes, though the difference is generally small.

Signup and view all the flashcards

Role Congruity Theory

This theory suggests that gender differences in negotiation are influenced by the perceived compatibility of negotiation behaviors with traditional gender roles. Assertive negotiation, often associated with men, is less congruent with the female role, leading to women feeling less comfortable or even penalized for it.

Signup and view all the flashcards

Social Backlash for Women

Women who negotiate assertively may face backlash and social disapproval, as their behavior is perceived as deviating from the expected 'feminine' role. This fear of negative consequences can impact their negotiation style and outcomes.

Signup and view all the flashcards

Negotiation Styles and Gender Roles

To effectively negotiate, assertive and competitive behaviors are often needed, aligning more with the traditional masculine role. Submissive and accommodating behaviors, more often associated with women, are considered less effective in achieving economic outcomes in a negotiation.

Signup and view all the flashcards

Moderation of Gender Differences in Negotiation

The influence of gender, or the lack of it, on negotiation outcomes can be impacted by the specific circumstances of the negotiation. This means that while some studies show consistent gender differences in negotiation, the context of the interaction can play a significant role.

Signup and view all the flashcards

Distributive Negotiation

Negotiations where only one issue is being discussed, and any gain for one party means a loss for the other.

Signup and view all the flashcards

Integrative Negotiation

Negotiations where multiple issues are discussed allowing for mutually beneficial agreements.

Signup and view all the flashcards

Gender Role Pressure

The pressure to conform to traditional gender roles influences negotiation behavior.

Signup and view all the flashcards

Gender Role Incongruity (Distributive)

In distributive negotiations women might be disadvantaged because assertiveness, a trait typically associated with men, is needed to maximize outcomes.

Signup and view all the flashcards

Gender Role Incongruity (Integrative)

In integrative negotiations women may be less disadvantaged because behaviors like asking questions, often associated with female roles, are valuable for finding mutually beneficial solutions.

Signup and view all the flashcards

Study Notes

Decision-Analytic Approach to Negotiations

  • A decision-analytic approach focuses on how people actually behave during negotiations, unlike game theory which assumes rationality.
  • It uses three key pieces of information: each party's alternative to a negotiated agreement (BATNA), each party's interests, and the relative importance of each party's interests.

Alternatives to a Negotiated Agreement

  • A crucial step before a negotiation begins is to determine the Best Alternative To a Negotiated Agreement (BATNA).
  • A good negotiated agreement should provide more value than a negotiator's BATNA.
  • Negotiators should reject any agreement that provides less value than their BATNA.
  • The reservation point is where a negotiator is indifferent between accepting an agreement or not.

Interests of the Parties

  • During a negotiation, understanding the underlying interests (not just stated positions) of all parties is vital.
  • Identifying interests can generate creative solutions beneficial to all involved.
  • It's critical to assess the importance of each issue to both yourself and the other parties.
  • Optimal agreements are usually achieved by trading off less important issues to obtain more important one.

Claiming Value in Negotiation

  • Strong negotiation skills include determining the opposing party's reservation point.
  • Aim for a resolution acceptable to the opposing party, but barely so.
  • It's difficult to accurately determine the opposing party's reservation point, and misjudgments can lead to impasses.
  • Contingent contracts create value by offering different payoffs based on uncertain future events.
  • Examples include a lawyer's fee contingent on winning a case or a higher percentage of book sales for the author.

Creating Value in Negotiation

  • Value creation is crucial in complex negotiations.
  • Identifying and adding issues during negotiation can increase the total benefit available.
  • Single-issue negotiations (like salary negotiations) focus on claiming value, not creating value.

Case Study: Camp David Accords

  • The 1978 Camp David Accords demonstrate value creation in negotiations.
  • Initially, Egypt and Israel seemed to have conflicting interests regarding the Sinai Peninsula.
  • Deeper investigation revealed shared interests such as security and sovereignty.
  • Trading off less important issues (like land control) for more important issues (like security) allowed for agreement.

Tools of Value Creation

  • Building trust
  • Sharing information about each party's needs helps create an open negotiation.
  • This open communication allows both sides to maximize joint benefit.

Gender Roles and Negotiation Outcomes

  • Previous studies showed inconsistent results in whether men or women are more successful negotiators.
  • Some studies suggest gender differences in negotiation outcomes, but this effect can be improved by adjusting the conditions.
  • Women may be less inclined to initiate a negotiation on their behalf, but women who advocate for others are more assertive in negotiation.
  • Ambiguity in negotiations favours women in certain situations.

BATNA in Negotiation

  • A negotiator's BATNA is the best alternative to a negotiated agreement.
  • The attractiveness of each party's BATNA determines whether any agreement will be possible.
  • A reservation price/value is the least attractive set of terms in a negotiation (better than the BATNA).
  • Mistakes arise from confusing the BATNA with best outside option, while not considering interdependence.
  • Treating BATNA as last resort reduces creativity and willingness to explore multiple alternatives.
  • Negotiators can better understand how to react to 'No' by understanding the different types of rejection.

Studying That Suits You

Use AI to generate personalized quizzes and flashcards to suit your learning preferences.

Quiz Team

Related Documents

Task 7 - Quid Pro Quo Negotiation Analysis PDF

More Like This

Use Quizgecko on...
Browser
Open
Browser
Browser