谈判与冲突管理英文版教学手册CH14
Chapter 14—The Negotiation Process and Preparation
Chapter Overview
The primary purpose of this chapter is for students to learn how to prepare for negotiation interactions. As that is accomplished, students should also gain familiarity with negotiating terminology and the stages of the process.
Learning Objectives for This Chapter
?To learn key terms used in negotiation.
?To understand strategic behavior in negotiation.
?To identify the stages of negotiation.
?To learn the preparation stage of negotiation.
“Whatever happens never happens by itself.”—Sally Rand
Classroom Activities
Activity One
Interactive lecture on chapter material.
Activity Two
OTNA practice exercise. (See outline.)
Activity Three
Review competency checklist, review questions, and end-of-chapter case material.
Lecture Outline
I.Negotiating Terminology.
A.Approach to conflict and negotiation describe one’s general view of and
attitude toward the matter.
B.Style is the manner of interaction—avoiding, competing, compromising,
and collaborating.
C.Strategy is the overall plan that includes whether one will avoid, manage,
or resolve, and the style selected.
D.Strategic behavior arises when two or more individuals interact, and each
individual’s decision turns on what that individual expects the other(s) to
do. The action that will effect the best mutual result is the rational choice.
E.The prisoners’ dilemma presented in the text demonstrates game theory
and a strategic behavior problem. (Teaching Note: Students should be
given time to contemplate and discuss this example.)
F.Counterpart is the term best used to describe parties to a negotiation.
G.Tactics are the actions and/or moves one makes in the negotiation.
H.Gambit is a chess term and is often used in negotiation parlance to refer to
a move, or a tactic.
I.Technique is the term that describes the combination of tactics used. The
term is addressed further in a later chapter.
II.Stages of the Negotiation Process. There are five stages in the process: Preparation, introduction, initiation, intensification, and closing. The latter
three phases do not occur in precise order. Rather, they are intertwined as
elements of the negotiation are addressed and progress is made on issues until complete resolution or agreement is reached.
III.The Preparation Stage. This is the hardest part as well as the part that most people resist. The process and the result will be only as good as the
preparation. Thought, analysis, creativity, and the knowledge gained in this
course are required for sound preparation. The steps are outlined below.
A.Gather information.
B.Determine what you want and need.
C.Rank your wants and needs.
D.Assess your counterpart’s perception of your wants and needs.
E.Assess what you think your counterpart wants and needs.
F.Determine what you can give.
G.Determine where there is already agreement.
H.Assess and analyze your power.
I.Assess your counterpart’s power.
J.Assign a value to all components.
K.Determine your OTNA so that you will know whether you ought not negotiate and well as when to plan to walk away!
L.Identify possible alternative negotiated solutions.
M.Re-evaluate all of the foregoing and decide whether or not to proceed.
N.Prepare your support—your ACES and persuasive arguments to cross the CREEK, as discussed in a prior chapter.
O.Determine parameters on every issue as well as on the matter as a whole.
This step requires identifying three positions on each matter and on the
whole. One is the best you can arguably support and, therefore, the best
you can expect. This is where you will likely start in the actual negotiation.
Another, the middle position, is where you think you are most probably
going to end up. The third is the worst you will accept because of your
OTNAs.
P.Anticipate counterarguments to your proposals.
Q.Prepare alternative approaches and styles aimed at maximizing
communication with your particular counterpart.
R.Prepare an agenda and resolve not to be tied to it.
https://www.wendangku.net/doc/d518466666.html,anize all of your preparatory material into a cohesive strategy.
T.Prepare to be open and flexible, particularly in hearing new information. IV. Pre-negotiation Preparation Evaluation. If, according to your preparatory analysis, negotiation cannot meet your needs, go back to step 1 or step 11. If
you are not comfortable proceeding, go to step 1 or 11. If the gain is not worth your time, go back to step 1 or 11. In each of the foregoing cases, either an
OTNA is the best course of action, or you are not prepared!
V. OTNA Practice (Activity Two). Students may work in small groups of three to four for this exercise. Students may select any case from Appendix B in the
tex t. Students should read only one side’s confidential information so that the
case may be fully negotiated in practice sessions later. For this exercise,
students are to identify potential “OTNAs” for the parties.
Performance Competency Checklist
?Your negotiation strategy is your overall plan for when, how, and in what order you might use particular techniques and tactics. Your strategy is influenced by your personality characteristics as well as your interests, goals, and powers.
Negotiation strategy may be understood in terms of game theory. Your
negotiation style is your approach to the negotiation. Counterpart is an appropriate term for reference to the other party in negotiation. Tactics are particular moves made during negotiation. Gambit is another term for certain tactics. Technique is the manner of using particular tactics.
?Strategic behavior arises when two or more individuals interact based upon expectations of what the other will do. Actions that will produce the optimum mutual result are logically expected.
?Negotiation may be understood as evolving in phases—preparation, introduction, initiation, intensification, and closing.
?Preparation may be pursued in 20 steps that accomplish the following: identifying issues; gathering information; determining goals; assessing social or interpersonal aspects; identifying nonnegotiated alternatives; setting parameters on each issue;
formulating persuasive arguments; formulating strategy designed for the
particular audience; and remaining flexible. If preparation discloses that it is not possible for negotiation to provide a better outcome than a nonnegotiated
alternative, or that you are not comfortable with beginning the negotiation, you are not prepared to negotiate.
Key Terms, Phrases, and Concepts
Approach to Negotiation
Style
Strategy
Strategic Behavior
Counterparts
Tactics
Gambits
Technique
Preparation Stage
OTNA
Review Questions and Answers
T F 1. To apply game theory to understand negotiation behavior is to see negotiation as a game. (Answer: False.)
T F 2. Self-interest drives strategic behavior. (Answer: True.)
T F 3. One’s approach to negotiation may be viewed as synonymous with one’s view and attitude generally. (Answer: True.)
T F 4. One’s style is one’s approach to a particular negotiation interac tion.
(Answer: True.)
T F 5. There are four major styles of negotiation. (Answer: True.)
6. Explain why identifying and analyzing interest, goals, and power is necessary in
the preparation phase of negotiation. (Answer: As discussed in prior chapters, various types of interests, goals, and powers will affect the appropriate overall conflict strategy as well as the specific requests to be made.)
7. Consider why deciding what you want may not be as easy as it sounds. (Answer:
Again, as addressed in prior chapters, perceptions fool us, ego goals masquerade as substantive goals, and others that do not usually want the same things as we want.)
8. Do you think that using the term “counterpart” rather than “opponent” facilitates
effective negotiation? How? (Possib le Responses: The term “counterpart” is
neutral while the term “opponent” is competitive.)
9. What do you consider to be the most critical step in the preparation process?
(Answer: Determining one’s OTNA.)
10. Why is it necessary to determine three position points on each issue to be
negotiated?
(Answer: There are at least three general reasons for this. Since information is always incomplete, flexibility should be built into the strategy. Having a range of
acceptance aids in saving face for your counterpart. Having a bottom line is
absolutely necessary to avoid making a bad deal.)
Case 14.1
You are under contract with you current employer for one year at a time. You have been offered a renewal contract that will commence three months from now;
however, by the terms of the offer, you must accept it within the next 10 days or it will be revoked. You are virtually certain that this will be the last year of work
available for this employer because it is experiencing financial difficulties. You have
a great pote ntial position pending with another employer. Although the organization’s
authorized representative has indicated that you are the top candidate, no formal offer is likely to materialize for at least 30 days.
Case Discussion Questions and Possible Responses:
1.What options does each of the parties have? (Possible Responses: The employee’s
options include discussing the matter with the current employer, signing the
contract as is now, adding a cancellation clause, or letting the offer lapse. The
employer’s op tions include granting an extension, refusing an extension, and
adding a cancellation clause.)
2.How should those options affect each party’s negotiation strategy? (Possible
Responses: The needs, goals, and powers of each party must be assessed. Who
needs whom more? What additional employment options are available? A party
with few or no options cannot afford to alienate the other party.)
3.Play the role of each party in assessing the other’s likely behavior or strategy for
the negotiation. (Student responses will vary and should be assessed for
compliance with the rules addressed in previous chapters and for reasonableness.)
Optional Suggested Assignment
Ask students to write a short paper on how they will train themselves to stop focusing on what the counterpart wants and gets.