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(Discovering the Other Party’s Resistance Point (You should investigate…

- - - - The other negotiator is told, “I will give you X if you agree to the deal”.
  - - - Or, they may concede too much during the close.
- - - - Include
        
        Assessment of the agreement against the negotiator’s target and resistance points
    - - Cluster of physchological variables that negotiators use to evaluate negotiation outcomes.
      - Jared Curhan, Hillary Elfenbein, and Heng Xu (2006).
        
        Identified
        
        Four aspects of subjective value in negotiation
        
        2) Feelings about the self
        
        Did you lose face?
        
        Was your behaviour principled?
        
        3) Feelings about the progress
        
        Did the other party listen?
        
        Was the process fair?
        
        1) Feelings about the outcome
        
        Outcome satisfaction, extend outcomes are balanced
        
        4) Feelings about the relationship
        
        What impression did the other negotiator make on you?
        
        Do you trust the other negotiator?
  - - - There are four tactical tasks concerned with targets, resistance points and the costs of terminating negotiations.
    - - Indirect assesment
        
        Obtaining information about the background factors behind an issue.
        
        Determining what information and individual likely used to set target and resistance points and how he or she interpreted this information.
        
        A variety of information sources can be used to assess
        
        That the same piece of information may mean different things to different people.
      - Direct assesment
        
        Obtaining information directly from the other party about their target and resistance points.
        
        The methods of getting direct information are more complex.
        
        There are many examples in the public or private sector.
        
        In international espionaje, government agencies may cultivate sources, monitor e-mail annd break codes.
        
        In labor negotiations, companies have been known to recruit informers or bug unión meetings rooms, and unios have had their members collect papers from executives wastebaskets.
    - - Negotiators need to screen information about their own positions and to represent them as the would like the other to believe.
        
        Screening activities
        
        Saying and doing as Little as posible.
        
        Concealment is the most general screening activity.
        
        Representatives may be limited or limited themselves, in their authority to make decisions.
        
        You should be invested in asking the other negotiator questions.
        
        Calculated incompetence, constituents do not give the negotiating agent all the necessary information.
        
        Presenting a great many items for negotiation, may be considered a hardball tactic.
        
        Direct action to alter impressions
        
        Explaining or interpreting knows factors
        
        Presenting a logical argument that shows the costs or riskc to oneself is other party´s proposals are implemented.
        
        Displaying emotional reactions to facts, proposald and posible outcomes
        
        Emotional reactions can be real or feigned.
        
        Dissapointment or enthusiasm usually suggest that an issue is important.
        
        Boredom or indifference suggests it is trivial or unimportant.
        
        Selective presentation
        
        Negotiators reveal only the facts necessary to support their case.
        
        Use selective presentation to lead the other party to form the desired impression of their resistance point.
        
        Creating new possibilities for agreement that are more favorable than those currently exist.
      - Modify the Other Party´s Perceptions
        
        Perceptions
        A negotiator can alter the other party´s impressions of his or her own objectives by making outcomes appear less atractive or by making the cost of obtaining them appear higher.
        
        Interpreting for the other party what the outcomes of his o her proposal will really be.
        
        Conceal information.
        
        Manipulate the Actual Costs of Delay or Termination
        
        Negotiators have deadlines
        
        Research and practical experience suggest than a large majority of agreements in distributive bargaining are reached when the deadline is near.
        
        Time pressure in negotiation appears to reduce negotiator demands.
        
        Extending negotiations beyond a deadline can be costly
        
        When a negotiator represents a contituency, time pressure appears to reduce the likelihood of reaching an agreement
        
        A contract will expire.
        
        The threat is a powerful resource
        
        When it is not pressed to conclude a negoation, it prevents the parties from reaching an agreement.
        
        There are three ways to manipulate the costs of delay in negotiation
        
        Alliance wiith outsiders
        
        Schedule manipulation
        
        Disruptive action
        
        Disruptive action
        
        Forms of diruptive action that increase the costs to negotiators for not settling.
        
        Returning to the negotiating table. These practices related to anger and conflicto escalation.
        
        Public picketing of a business.
        
        Boycotting a product or Company.
        
        Locking negotiators in room until they reach agreement.
        
        Alliance with outsiders
        
        Incorporating other parties that influence the outcome into the process.
        
        Increase the costs of delaying or concludig negotiations
        
        Individuals who are dissatisfied with the practices and policies of businesses or government agencies.
        
        Who form
        
        Political action groups
        
        Protest organizations
        
        Task forces
        
        To bring greater collective pressure on the target.
        
        Schedule manipulation
        
        The negotiation scheduling process
        
        • To increase time pressure on negotiators
        
        • Delaying tactics to squeeze negotiations into the last remaining minutes of a session
        
        • Obtaining concessions from the visiting party
- - - - Two o three OPTIONS more or less equivalent in value for the other part
      - Instead of making a single final offer
- - - - Situations of distributive negotiation
      - Classic strategies and tactics that are used in distributive negotiation