1、Part TwoAdvanced Negotiation Skills Chapter 5 Developing a Negotiating Style5-1Tough vs.Soft Negotiators Negotiators often choose between two completely different negotiation styles or approaches:being“tough”or“soft.”5-2 Being tough or soft are not the negotiators only choices.Creating a comfortable
2、,effective style to expand the pie allows a negotiator to maximize their slice and feel good about the negotiation.(Exhibit 5-1)Motivational Orientation5-3 People have different orientations toward the process of negotiation:Individualistic Competitive CooperativeSee Exhibits 5-2&5-3Motivational Ori
3、entation5-4 Richard Shell outlines seven tools for the overly cooperative negotiator:1.Avoid concentrating too much on your bottom line.2.Develop your BATNA.3.Get an agent and delegate the negotiation work.4.Bargain on behalf of someone or something else,not yourself.Motivational Orientation5-5 Tool
4、s for the overly cooperative negotiator(continued):5.Create an audience.6.Say,“You will have to do better than that because”instead of saying,“Yes.”7.Insist on commitments,not just agreements.Motivational Orientation5-6 Richard Shell outlines seven tools for the overly competitive negotiator:1.Think
5、 about pie-expansion,not just pie-slicing.2.Ask more questions than you think you should.3.Rely on standards.4.Hire a relationship manager.5.Be scrupulously reliable.6.Do not haggle when you can negotiate.7.Always acknowledge the other party and protect that persons self-esteem.Motivational Orientat
6、ion:Strategic Issues5-7 Several strategic issues are relevant when it comes to motivational style:The myth of the hard bargainer Do not lose sight of your own interests.(Exhibit 5-4)Social comparison can cause breakdowns in negotiation.Use reinforcement to shape behavior.The power of reciprocityMoti
7、vational Orientation:Strategic Issues5-8 Strategic issues relevant to motivational style(continued):Anticipate motivational clashes at the bargaining table.Motivational convergence Epistemic motivationInterests,Rights,and Power Models of Disputing5-9 Negotiators use three types of approaches when in
8、 the process of dispute resolution:Interests Rights PowerSee Exhibit 5-5.Interests,Rights,and Power Models of Disputing:Assessing Your Approach5-10 Interests-based negotiators:Attempt to learn about the counterpartys needs,desires,and concerns Attempt to reconcile different interests among parties i
9、n a way that addresses the parties most pressing needs and concernsInterests,Rights,and Power Models of Disputing:Assessing Your Approach5-11 Rights-based negotiators:Apply standards of fairness to an analysis of the negotiation May include terms specified by contracts,legal rights,precedents,or exp
10、ectations based upon norms(Exhibit 5-6)Interests,Rights,and Power Models of Disputing:Assessing Your Approach5-12 Power-based negotiators:Focus on power use(status,rank,threats,intimidation)Coerce someone to do something he or she wouldnt otherwise do because of costs imposed upon them or threats is
11、sued(Exhibit 5-8)Interests,Rights,and Power Models of Disputing:Strategic Issues Concerning Approaches5-13 Negotiators should keep the following principles in mind when choosing their approach:Principle of reciprocity Interests are effective for pie expansion How to refocus your opponent on interest
12、s(and move them from rights and power)Interests,Rights,and Power Models of Disputing:Personal Strategies5-14 Personal strategies to refocus your opponent on interests and away from rights and power include:Do not reciprocate.Provide opportunities to meet.Dont get personal use self-discipline.Use beh
13、avioral reinforcement.Send a mixed message.Interests,Rights,and Power Models of Disputing:Personal Strategies5-15 Try a process intervention.Lets talk and then fight.Strategic cooling-off periods.Use paraphrasing.(Exhibit 5-7)Label the process.Personal strategies to refocus your opponent on interest
14、s and away from rights and power(continued):Interests,Rights,and Power Models of Disputing:Structural Strategies5-16 Structural strategies to refocus your opponent on interests and away from rights and power include:Put the focus on interests.Build in“loop-backs”to negotiation.Provide low-cost right
15、s and power backups.Build in consultation beforehand and feedback afterwards.Provide skills and resources.Interests,Rights,and Power Models of Disputing:Assessing Your Approach5-17 There are high costs associated with power and rights.Know when to use rights and power.Know how to use rights and powe
16、r.Things to remember when your negotiation approach focuses on power and rights:Emotions and Emotional Intelligence5-18 Genuine versus Strategic emotion(Exhibits 5-8&5-9)Negative emotion Positive emotion Emotional intelligence and negotiated outcomesEmotions and moods can be either a consequence or
17、a determinant of negotiation behavior and outcomes.Emotions and Emotional Intelligence5-19 Monitor your emotional displays.Beware of what you are reinforcing.Reevaluation is more effective than suppression.Emotions are contagious.Understand emotional triggers.(Exhibit 5-10)Strategic advice for dealing with emotions at the table:Chapter Conclusion Get in touch with your own style in an honest and straightforward way.Understand the counterparty.Know your limits and your strengths.5-20 Expand your bargaining style repertoire.
