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Negotiations Lab > Negotiations Lab Exam > Flashcards

Negotiations Lab Exam Flashcards

(48 cards)

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1
Q

What is distributive bargaining

A
  • only 1 winner

- value claiming

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2
Q

What is integrative bargaining

A
  • mutual gains situation

- value creation

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3
Q

what is a BATNA

A

Best Alternative To A Negotiated Agreement:

- relative to possible settlements available in current negotiations

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4
Q

What is the bargaining range? What are other terms for it?

A

range of possible agreements between 2 parties’ minimally acceptable settlements

  • settlement zone
  • zone of potential agreement (ZOPA)
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5
Q

what is the dual concerns model?

A

degree of concern about others’ and your outcomes

- yielding, inaction, contending, compromising, problem-solving

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6
Q

what is the dilemma of honesty?

A

uncertain how much to tell the other party

- therefore mutual adjustment is key

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7
Q

what is the dilemma of trust?

A

uncertain how much negotiators should trust what other party claims
- therefore mutual adjustment is key

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8
Q

what is the bogey strategy?

A

pretending an issue is of no importance to you although it is

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9
Q

what is the nibble strategy?

A

asking for concessions about undiscussed matters after the deal is closed

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10
Q

what is the chicken strategy?

A

large bluff with a threat

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11
Q

what is the snowjob strategy?

A

overwhelming the other party with info

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12
Q

what is the LSD model?

A

listen summarize deepen

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13
Q

what is to logroll?

A

trade off among issues with different priorities

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14
Q

what are some hardball tactics

A
  1. good cop/bad cop
  2. low ball/high ball
  3. bogey
  4. nibble
  5. chicken
  6. snowjob
  7. intimidation
  8. aggressive behaviour
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15
Q

what is the halo effect?

A

generalizing all attributes based one one attribute (e.e.g everyone who smiles is honest)

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16
Q

what is the t-r-c triangle

A

trust-relationship-communication

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17
Q

what affects the nature of trust violations?

A
  • lack of ability
  • lack of integrity
  • frequency of violation
  • intentionality
  • timing (early or late)
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18
Q

what are some short-term trust repair strategies?

A 
most effective when ability-based:
 a. verbal statements (excuses, explanations, apologies)
 b. compensation (direct or symbolic)
most effective when integrity based:
 c. denial (when evidence is ambiguous)
 d. silence (if victim is unaware)
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19
Q

what are some long-term trust repair strategies?

A
  1. structural arrangements (policies, contracts, monitoring…)
  2. reframing (shift the blame, explain away, minimize damage perceptions)
  3. forgiveness (express guilt, remorse, shame…)
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20
Q

what are components of apologies and how should you use them

Study These Flashcards
A

should use as many as possible

  1. expression of regret
  2. explanation
  3. acknowledgement of responsibility
  4. declaration of repettance
  5. offer a repair
  6. request for forgiveness
21
Q

what are components of apologies and how should you use them

Study These Flashcards
A 
should use as many as possible
!!!1. expression of regret!!!
!!!2. explanation!!!
!!!3. acknowledgement of responsibility!!!
4. declaration of repetance
5. offer a repair
6. request for forgiveness
22
Q

why is asking questions so important in negotiations

Study These Flashcards
A
  • builds trust
  • communicates empathy
  • creates flow of new info
  • yield social influence (persuasion)

increases likeablity, learning and social influence

23
Q

How should you ask questions?

Study These Flashcards
A
  • follow-up questions
  • open-ended if you want to uncover info
  • closed if they might be lying
24
Q

what are different types of interests

Study These Flashcards
A
  1. substantive interests
  2. relationship interests
  3. process interests
  4. interests in principle
25
how can you generate alternative solutions
1. logroll 2. expand the pie 3. find a bridge solution 4. compensation 5. compromise non-specific 6. cut costs for compliance 7. subordination
26
how can you generate alternative solutions
1. logroll 2. expand the pie 3. find a bridge solution 4. compensation 5. compromise non-specific 6. cut costs for compliance 7. subordination
27
what factors facilitate integrative negotiations
1. trust 2. clear and accurate info 3. common objective or goal 4. faith in problem-solving ability 5. belief in the validity of own's position and others' perspective 6. motivation and commitment to work together 7. an understanding of integrative nego dynamics
28
what are 3 types of goals
1. common goals: all benefits that wouldn't be possible without cooperation 2. shared goals: benefits each party differently 3. joint goals: different goals combined in collective effort
29
what makes a good goal
``` SMART specific measurable attainable relevant timebound ```
30
what is perception
processes by which individuals connect to their en
31
what are types of perceptual/perception distortion?
-> person/parties 1. stereotyping 2. halo effect 3. selective perception 4. projection
32
how do frames affect negotiations
type of frame by each party shows whats most important to them and determines how they might proceed can use more than 1 frame frames are controllable to some degree
33
what are 3 common frames that can cause conflicts?
1. interests frame: talk about their positions, instead of focusing on underlying interests 2. rights frame: concerned about who is legitimate, correct, fair 3. power frame: resolving conflict based on who is stronger
34
what are cognitive biases
tendency to make systematic errors when they process info
35
what are forms of cognitive biases
-> sitution 1. irrational escalation of commitment 2. mythical fixed-pie belief 3. overconfidence 4. law of small numbers 5. self-serving biases 6. endowment effect 7. anchoring and adjustment 8. issue framing and risk 9. availability of info 10. ignoring others' cognitions 11. reactive devaluation 12. winner's curse
36
According to Ury and Fisher, how can you affect the perceptions in a negotiation
- put yourself in their shoes - don't blame them for your problem - involve them in the process - allow for face-saving
37
According to Ury and Fisher, how can you deal with emotions?
- recognize and understand emotions - make emotions explicit - acknowledge them as legitimate - use symbolic gestures to improve hostile situation (e.g. apologise) - pay attention to core concerns - allow them to let off steam
38
what are 4 different standards to evaluate your strategy ethically?
1. through end-result ethics 2. through duty ethics 3. through social contract ethics 4. through personalistic ethics
39
what is deception by omission and deception by commission
deception by omission: leaving out info | deception by commission: straight up lying
40
How can you deal with hardball tactics?
1. call them out 2. stress the use of objective standards 3. cop-opt party by befriending before 4. nibble & high-ball -> respond in kind 5. low/high-ball -> ask for serious offer 6. nibble -> ask what they want 7. intimidation & aggressive behaviour -> negotiate the process itself
41
how do individualistic vs collectivist cultures act different in negotiations?
individualistic: - distributive view - short-term goal planning - extreme offers - concerned with individual - time oriented - outcome oriented collectivist: - integrative outcomes - long-term goal planning - concerned with team - process = important - relationship oriented
42
How can you deal with cultural differences
1. prepared (be aware) 2. improvise your approach: discuss + set rules 3. adapt 4. hire agent, mediator, advisor
43
why are multiparty negotiations more complex?
1. more parties -> more power differences 2. info and computational complexity 3. social complexity 4. procedural complexity (how will decisions be made?) 5. strategic complexity
44
According to Galinsky, how can you expand your range of acceptable behaviour to speak up?
1. through perspective-taking 2. signal flexibility 3. gain allies 4. ask others for advice 5. display expertise 6. show passion
45
what are 4 forms of justice?
4 different ways to establish whether negotiation is right/fair: 1. distributive justice (outcomes) 2. procedural justice (process) 3. interactional justice (one-to-one treatment) 4. systematic justice (organization's treatment)
46
what is negotiation/why negotiate?
1. conflict of needs and desires between 2 or more parties 2. think can get better deal than without negotiation 3. search for agreement rather than fight, break off contact, go to 3rd party
47
successful negotiation involves what?
1. management of tangibles 2. resolution of intangibles 3. reputation
48
how to solve integrative negotiation
1. identify and define the problem 2. identify interests and needs 3. generate alternative solutions 4. evaluate and select alternatives

Negotiations Lab (1 decks)

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