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Negotiation, :check:Student: Oyundari Gansukh /109212522/ - Coggle Diagram

- - - - Perceptual Distortion
        
        halo effect
        
        selective perception
        
        projection.
        
        stereotyping,
- - - - Ask questions
      - Listening
      - Role reversal
  - - - Pie chart and graphs
      - Signs and symbols
      - Body language
      - Silence
      - Appearance
    - - Written
        
        Illustration
        
        Emails and letters
        
        Text
      - Oral
        
        Speech
        
        Face to face
        
        Phone call
- - - - Preparation
        
        Relationship building
        
        Information gathering
        
        Information using.
        
        Bidding
        
        Closing the deal.
  - - - Tactical tasks
        
        Manage the other party’s impression of the negotiator’s target, resistance point, and cost of terminating negotiations.
        
        To screen information
        
        To alter impression
        
        Modify the other party’s perception of their own target, resistance point, and cost of terminating negotiations.
        
        One approach is to interpret for the other party what the outcomes of their proposal will really be.
        
        Another approach to modifying the other’s perceptions is to conceal information.
        
        Manipulate the actual costs of delaying or terminating negotiations.
        
        Plan disruptive action
        
        Form an alliance with outsiders
        
        Manipulate the scheduling of negotiations
        
        Assess the other party’s target, resistance point, and cost of terminating negotiations.
        
        Direct assessment
        
        Indirect assessment
      - Hardball tactics
        
        Hardball tactics
        
        How to deal them
        
        1.Discuss them.
        
        2.Ignore them.
        
        3.Respond in kind
        
        4.Co-opt the other party
        
        Types
        
        Designed to pressure negotiators into doing things they normally would not do
      - Positions during negotiation
        
        Openning offers
        
        Openning stance
        
        Initial concession
        
        Role of concession
        
        Pattern of concession making
        
        Final offers
- - - - Reputations are perceptual and highly subjective in nature.
      - Individuals can have a number of different, even conflicting, reputations.
      - Reputations are shaped by past behavior
      - Reputations are also influenced by an individual’s personal characteristics and accomplishments
      - Reputations develop over time, once developed, they are hard to change.
      - Other’s reputations can shape emotional states as well as their expectations.
    - - Distributive justiceconcerns the distribution of outcomes.
      - Procedural justiceconcerns the process of determining outcomes.
      - Interactional justice is about how the parties treat each other.
    - - Calculus-based trust.
      - Identification-based trust.
  - - - Communal sharingsuch as families, clubs, or ethnic groups.
      - Authority rankingsuch as subordinates to bosses.
      - Equality matchingas on teams or groups coordinating action
      - Market pricingare examples this text is drawn from.
- - - - Active-Engagement Strategies
        
        competitive (distributive) strategy
        
        accommodation strategy.
        
        win-lose strategy
        
        collaborative (integrative) strategy.
      - The Nonengagement Strategy: Avoidance
        
        If you can meet your own needs, avoid negotiating
        
        It may not be worth the time and effort.
        
        If you have strong alternatives
        
        If you have strong alternatives
  - - - Defining the major issues related to achieving that goal.
        
        Assembling the issues, ranking their importance, and defining the bargaining mix.
        
        Defining the interest
        
        Knowing your alternatives (BATNAs).
        
        Knowing your limits, including resistance points
        
        Analyzing and understanding the other party’s goals, issues, and resistance points.
        
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