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Negotiations > Modul 1-3 > Flashcards

Modul 1-3 Flashcards

(83 cards)

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1
Q

Individualist

A

Focus on maximizing own outcome, little concern for others. Tends to claim value, make threats, less collaborative.

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2
Q

Cooperator

A

Strive to maximize outcomes for self and others. Prefer value creation, fair share, open strategies.

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3
Q

Competitive

A

Motivated to ‘win big’ and outperform others. Blocks collaboration, focuses on winning.

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4
Q

Altruist

A

Prioritizes others’ outcomes over own. Rare, appears in personal/ethical situations.

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5
Q

Reciprocity

A

Tendency to match the other party’s actions. Can be managed to influence cooperation.

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6
Q

Trust

A

Expectation that others will act fairly. Builds cooperative tone, easily broken.

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7
Q

Power

A

Based on BATNA and alternatives to agreement. Less power = more pressure to negotiate.

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8
Q

Information Exchange

A

Central to building solutions and uncovering interests. Negotiation is driven by incomplete information.

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9
Q

Ethics

A

Moral behavior expected during negotiation. Ethical lapses undermine outcomes and trust.

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10
Q

Outcome

A

The result or agreement reached. Aim for a win-win, though hard to define.

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11
Q

Cognitive Ability

A

Ability to analyze and plan strategically. Helps manage complex negotiations.

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12
Q

Perspective-Taking

A

Understanding others’ viewpoints. Leads to better mutual outcomes.

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13
Q

Emotional Intelligence

A

Recognizing and managing emotions. Key to handling conflict and tension.

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14
Q

Self-awareness (Know Thyself)

A

Understanding one’s own behavior and reactions. Aids in adjusting strategy effectively.

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15
Q

Reflective Practitioner

A

Someone who reviews and learns from each negotiation. Uses experience + principles to improve.

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16
Q

Illusion of Transparency

A

Belief that our intentions are obvious to others. Leads to misunderstanding and stagnation.

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17
Q

Overconfidence

A

Assuming others will accept your position or that you’ll win. Skews risk assessment and planning.

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18
Q

Fixed-Pie Perception

A

Belief that gain for one = loss for the other. Limits potential for joint gains.

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19
Q

Anchoring

A

Giving too much weight to initial information. Hard to adjust later positions.

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20
Q

Extremism Bias

A

Assuming others’ positions are more extreme than they are. Leads to fewer concessions.

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21
Q

Gender Expectations

A

Social norms influence negotiation behavior. Women may focus more on relationships; men on outcomes.

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22
Q

Stereotyping in Cross-Cultural Negotiations

A

Assuming behavior based on cultural stereotypes. Can lead to strategic errors.

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23
Q

Emotion as Tactic

A

Deliberate display of anger or disappointment. Can influence concessions but may erode trust.

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24
Q

Emotional Triggers

A

Unmanaged reactions disrupt process. Self-regulation and awareness are key.

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25
Disappointment vs. Anger
Disappointment targets person = guilt; anger targets issue. More effective to express disappointment.
26
Personal Put-Downs
Criticizing or blaming to destabilize. Stay focused, don’t retaliate.
27
Time Pressure
Rushing others to gain advantage. Prepare responses and stay calm.
28
Digressions & Interruptions
Disrupting flow and focus. Use process control techniques.
29
Integrity & Respect
Foundation for sustainable outcomes.
30
High Aspirations
Set challenging but realistic goals.
31
Strategic Thinking
Plan and adapt based on process and objectives.
32
Understanding the Other
Consider interests, constraints, and behavior.
33
Managing Process
Use summarizing, pacing, and structure to steer negotiation.
34
Building Trust
Use 'information drip-feed' to build cooperation.
35
Four Rs of Reflection
Reporting, Relating, Reasoning, Reconstructing.
36
Review Checklist
Analyze how trust, cooperation, creative options, and outcomes unfolded.
37
Separate the People from the Problem
Address the issue at hand without personalizing the conflict. Recognize that negotiators are people first.
38
Focus on Interests, Not Positions
Identify underlying needs and desires rather than fixed demands. Interests reveal motivation and allow for flexible, creative solutions. (think of the plum; pulb and seed)
39
Invent Options for Mutual Gain
Develop multiple possibilities before deciding what to do. Joint brainstorming creates win-win solutions and expands the pie.
40
Insist on Using Objective Criteria
Base the agreement on fair standards independent of either side’s will. Use benchmarks like market value, precedent, or expert opinion.
41
BATNA (Best Alternative to a Negotiated Agreement)
Your best alternative if the negotiation fails. Knowing it gives power and prevents bad agreements.
42
Negotiation Jujitsu
Deflect and redirect personal attacks or positions back to the problem. Maintain focus on interests, not escalation.
43
One-Text Procedure
A neutral party drafts a proposal both sides revise until acceptable. Reduces positional bargaining and promotes joint problem-solving.
44
Negotiation Process Phases
Three stages: Preparation (before the table), Negotiation (at the table), Evaluation (after the table). Each phase contributes to overall success.
45
The 'Not-Invented-Here' Syndrome
Bias against ideas not personally generated. May cause rejection of good proposals.
46
Ambition vs. Compromise
Aim high instead of settling early. Seeking easy compromise too soon can limit success.
47
Emotional Competence (Self-Awareness + Empathy)
Ability to manage one's emotions and understand others'. Critical for navigating pressure and building rapport.
48
Realistic Self-Perception
Knowing your own strengths and blind spots. Helps avoid bias, adjust strategy, and maintain professionalism.
49
Tactical Empathy
Understanding the feelings and mindset of another in the moment. Goes beyond active listening—recognizes emotions to influence behavior and build trust.
50
Calibrated Questions
Open-ended questions that begin with 'How' or 'What'. Make the counterpart solve your problem while maintaining their sense of control.
51
The Illusion of Control
Giving the other party the feeling they’re in charge. Calibrated questions help guide them while they feel empowered.
52
System 1 vs. System 2 Thinking
System 1 is fast, emotional, instinctive.
53
Passive-Aggressive Listening
Strategic repetition of open-ended questions to wear down the counterpart without confrontation.
54
Tactical Listening
Listening with the intent to influence. Engages emotional responses and helps shift outcomes.
55
Negotiation as Applied People Smarts
Practical, emotionally intelligent approach to negotiation focused on psychology and instincts.
56
The 'No'-Driven Start
Starting with questions that allow the counterpart to say 'No'. Makes them feel safe and opens up dialogue.
57
Distributive Negotiation
Win-lose negotiation where one side’s gain is the other's loss. Involves dividing a fixed pie, often over price.
58
Integrative Negotiation
Win-win negotiation focused on mutual gains. Seeks creative solutions to satisfy both parties’ interests.
59
Mixed-Motive Negotiation
Combines elements of both distributive and integrative styles. Competitive and cooperative tensions coexist.
60
Attitudinal Structuring
Shaping the relationship between parties in negotiation. Builds trust, credibility, and openness.
61
Intraorganizational Negotiation
Negotiation within an organization. Important for aligning internal stakeholders before external negotiations.
62
Multiparty Negotiation
Negotiation involving more than two parties. Requires coalition-building and facilitation.
63
Shadow Negotiation
Implicit negotiation about power, trust, and authority happening beneath formal discussions.
64
Nine Steps to a Deal (Preparation)
1. Identify a good outcome for both sides 2. Identify value creation opportunities; 3. Know BATNA and reservation prices (yours and theirs); 4. Improve your BATNA; 5. Determine authority levels; 6. Learn about the people and culture; 7. Prepare for flexibility; 8. Gather external standards for fairness; 9. Alter the process in your favor.
65
Bargaining Mix
A set of multiple issues included in negotiation. Each has its own starting, target, and resistance points. Used to trade and prioritize strategically.
66
Logrolling
Trading low-priority issues for gains in high-priority ones. A concession tactic for integrative negotiations.
67
Hardball Tactics
Aggressive negotiation tactics like intimidation, lowball/highball, nibble, snowjob, or chicken. Used to pressure the opponent.
68
MESO (Multiple Equivalent Simultaneous Offers)
Presenting several offers of similar value to identify the other party's preferences and encourage openness.
69
Concession Patterns
Strategic order and pacing of concessions. Gradual concessions are perceived as more valuable than immediate ones.
70
Anchoring
Starting with an extreme initial offer to set the negotiation reference point. Influences subsequent offers and perceptions.
71
Opening Stance
The overall strategic posture at the start—competitive, moderate, etc. Sets the tone for the negotiation.
72
Shadow Negotiation
Implicit negotiation beneath formal talks, involving power, trust, and authority. Affects tone and outcome.
73
Perspective Taking
Ability to understand the opposing party’s viewpoint, helping to find creative and mutually beneficial solutions.
74
Contingent Contracts
Agreements based on future conditions, allowing negotiations to proceed despite uncertainty.
75
Packaging Concessions
Bundling concessions together in a proposal. E.g., 'If you move on A and B, I’ll move on C and D.'
76
Bargaining Zone (ZOPA)
Zone of Possible Agreement—range between each side’s reservation price where agreement is possible.
77
Resistance Point
The worst acceptable outcome before walking away. Establish during planning.
78
Framing Effect
The way negotiation information is presented influences decision-making and perception.
79
Emotional Display
Strategic use of emotions like surprise or disappointment to influence negotiation outcomes.
80
Selective Presentation
Deliberately revealing or concealing information to shape the counterpart’s perception and influence behavior.
81
Tunnel Vision (Price Tunnel)
Focusing too narrowly on price while ignoring other valuable issues in the negotiation.
82
Diagnostic Questions
Questions aimed at uncovering the other party’s interests and priorities. Helps uncover hidden value.
83
Epistemic Motivation
Desire to seek and process relevant information in order to make informed negotiation decisions.

Negotiations (3 decks)

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