- “A key part of understanding the difference between distributive and integrative negotiations is understanding the difference between positions and interests. Interests
Positions - “Alison is talking to her employee, Erin, about some new job responsibilities. Erin feels the new responsibilities should come with a pay increase since they are outside the scope of their current job description. Alison can tell that Erin is angry. But Alison refuses to bring it up; she needs to stay objective, and anger has no place in this conversation. Alison is trying to ignore Erin’s emotions.
- “Basira wants to purchase a copy of My Sister’s Keeper for no more than $35 from her local bookstore. The owner of the bookstore, John, wants to sell the book for no less than $22. Basira also did some research and found a used copy of the book online for $30, although it may take more than a week for the book to be delivered. Basira and John start negotiating the price.
What does the $35 in this scenario represent? Basira’s reservation price - “Basira wants to purchase a copy of My Sister’s Keeper for no more than $35 from her local bookstore. The owner of the bookstore, John, wants to sell the book for no less than $22. Basira also did some research and found a used copy of the book online for $30, although it may take more than a week for the book to be delivered. Basira and John start negotiating the price.
What does the $35 in this scenario represent? Basira’s reservation price - “Basira wants to purchase a copy of My Sister’s Keeper for no more than $35 from her local bookstore. The owner of the bookstore, John, wants to sell the book for no less than $22. Basira also did some research and found a used copy of the book online for $30, although it may take more than a week for the book to be delivered. Basira and John start negotiating the price.
What is John’s BATNA in this scenario Wait to sell the book to another patron - “Belief in a manager’s expertise” is one of the four types of power described by Kotter (1977). Which of Cialdini’s principles of persuasion best aligns with this type of power? Authority
- “Consider this quote from Nice Girls Don’t Ask:
“”Observing these inequities, women become disenchanted with their employers. When a better offer comes along, rather than using that offer as a negotiating tool, women may take it and quit.””
Which Thomas-Kilmann conflict mode is most consistent with this behavior? Avoiding - “Fill in the missing parts of this quote from Ury and Fisher in Getting to Yes: position
interests - “How can your opponent’s biases and irrationality hurt your negotiations according to Bazerman? Mark all that apply. By lacking creativity in exploring options.
By making mistakes.
By holding out for unrealistic or impossible deals. - “How does a high level of emotional intelligence (EQ) make a negotiator more effective? Mark all that apply. High EQ negotiators tend to be more self aware.
High EQ negotiators tend to have higher levels of self-control and likability. - “Imagine that you are managing a hotel and want to increase the number of guests who reuse their towels. You decide to do this by placing a card in every room on top of the fresh towels for guests when they arrive.
What should you put on that card to best take advantage of the Consensus principle, according to Cialdini? “75% of people who have stayed in this room have reused their towel.” - “In Nice Girls Don’t Ask, we learned that even managers who may consciously want to reward men and women equally may unintentionally give women less because they do not realize men are asking for more. Information availability bias
- “In Nice Girls Don’t Ask, we learned that even managers who may consciously want to reward men and women equally may unintentionally give women less because they do not realize men are asking for more.Which cognitive bias could be influencing these well-meaning managers? Availability Heuristic
- “Match each definition of Alternative Dispute Resolution to the matching term on the right. Negotiation
Mediation
Arbitration - “Match each description below with the corresponding conflict mode on the right. Compromising
Collaborating
Avoiding
Competing
Accommodating - “Match each description on the right with either Interests, Rights, or Power on the left.
Necessary for integrative negotiation.
Focuses on “”fairness,”” contract, or law.
Parties try to use force to coerce concessions from each other.
Focuses on underlying needs, desires, or concerns. Interests
Rights
Power
Interests - “Match each set of communication behaviors on the left with the corresponding social style on the right.
Task-oriented, focused on efficiency, assertive, not responsive
Enthusiastic, a story-teller, assertive, responsive
Focused on feelings, agreeable, not assertive, responsive
Slow to act, rational, not assertive, not responsive Director
Expressive
Amiable
Analytical - “Merrill and Reid’s four social styles organize how people communicate in terms of their ___ and ___ assertiveness
responsiveness - “Rubin and Sanders (1991) argue that cultural differences are too often used to explain negotiation behavior when multiple other factors are just as likely to play a role. Which of the following are some of these other factors they listed? Mark all that apply. The nature of the conflict itself.
The unique personality of your negotiating partner.
The specific interaction between you and your negotiating partner. - “What approaches do Ury and Fisher recommend when your negotiating partner won’t use principled negotiation? Mark all that apply. Bring in a third party to draft a proposal.
Continue to use principled negotiation yourself.
Deflect attacks from the other party back onto the problem. - “What are some effective ways to break a conflict spiral? Mark all that apply. Do not reciprocate power or rights statements.
Pivot from rights/power to interests/proposals.
Politely identify tactics to neutralize them. - “What are some ways to facilitate perspective-taking (where each party better understands the other’s interests) in integrative negotiations? Mark all that apply. Give your partner some information about your wants or needs.
Discover areas where each party wants something different.
Ask diagnostic questions (What, When Where, Why, Who, and How). - “What do Ury and Fisher state are the four principles of effective negotiating, in Getting to Yes? Mark all that apply. Separate the people from the problem
Insist the agreement be based on objective criteria.
Generate a variety of options before making an agreement.
Focus on interests instead of positions. - “What does Funsten identify as the three roots of conflict? Limited Resources
Unmet Needs
Different Values - “What should you do if your opponent makes the opening offer first during distributive negotiations? Mark all that apply. Immediately counteroffer.
Try to ignore your opponent’s first offer. - “Which bias best explains the scenario below?
Nadja’s first task after her promotion is convincing her new team to move to the schedule she designed. She keeps getting frustrated by Opal’s questions. Opal has been on the team for 5 years, but that doesn’t mean she needs to poke holes in Nadja’s plan. Overconfidence - “Which bias best explains the scenario below?
Guillermo thinks Leslie is being unfair about the attendance policy. She always catches him when he’s late and doesn’t seem to catch anyone else. Besides, Guillermo had really good reasons for being late this time Self-serving biases - “Which bias best explains the scenario below?
Roqayah is playing a game of poker and tried to intimidate the other players by pretending she had a strong hand of cards. But no one believed her bluff and continued matching or even raising her bets. Now in a panic, Roqayah keeps betting more and more money on her objectively bad hand. She can’t think of anything else to do. Irrational escalation of commitment - “Which conflict mode does Makoto demonstrate in the scenario below?
Taylor wants to go Ibiza for their vacation, but Makoto wants to go to Canada. When Taylor brings this up, Makoto admits that he’s been to Ibiza several times in recent years and isn’t really interested in going back. Taylor explains how he found this limited-time discount for the trip. Makoto agrees that it is a good discount, says he just doesn’t want to talk about it right now Avoiding - “Which conflict mode does Makoto demonstrate in the scenario below?
Taylor wants to go Ibiza for their vacation, but Makoto wants to go to Canada. Taylor brings up a great discount offer for Ibiza that they shouldn’t miss. Makoto is tired of going to Ibiza, and starts making passive-aggressive comments about Taylor’s ideas. But Makoto figures they can make the trip worthwhile since he already knows which tourist traps to avoid, which restaurants to pick, etc.
Makoto agrees to take the trip to Ibiza. Taylor is hurt by the things Makoto said, but excited for the upcoming vacation. Accommodating - According to Negotiation Tutorial – Integrative bargaining tactics, you should try to find ways to compromise to facilitate interest-based negotiations. FALSE
- According to Negotiation Tutorial – Integrative bargaining tactics, you should try to find ways to compromise to facilitate interest-based negotiations. FALSE
- An effective threat in negotiations includes which of the following? IS specific and credible
Provides a way to return to interests
Harms interests the other party highly values - Basira wants to purchase a copy of My Sister’s Keeper for no more than $35 from her local bookstore. The owner of the bookstore, John, wants to sell the book for no less than $22. Basira also did some research and found a used copy of the book online for $30, although it may take more than a week for the book to be delivered. Basira and John start negotiating the price.
What is Basira’s reservation price in this scenario? 35 - Bazerman believes negotiators should try to identify biases so they can help the other party be less biased. TRUE
- Belief in a manager’s expertise” is one of the four types of power described by Kotter (1977). Which of Cialdini’s principles of persuasion best aligns with this type of power Authority
- Distributive negotiation can work when parties are not concerned with maintaining a long-term relationship TRUE
- Distributive negotiation can work when parties are not concerned with maintaining a long-term relationship. TRUE
- How can your opponent’s biases and irrationality hurt your negotiations according to Bazerman? Mark all that apply. By making mistakes.
By lacking creativity in exploring options.
By holding out for unrealistic or impossible deals. - How does Bazerman describe competitive irrationality Shared behavior where two negotiators respond to each other’s hostility with more hostility.
- How does Bazerman describe competitive irrationality? Shared behavior where two negotiators respond to each other’s hostility with more hostility.
- Kotter argues that managers who are effective at influencing others work to avoid viewing their behavior as “using power to influence people.” FALSE
- Kotter argues that managers who are effective at influencing others work to avoid viewing their behavior as “using power to influence people.” FALSE
- Match the definition on the left with the correct principle of persuasion on the right.
People can be persuaded to act when they feel they are returning a favor
People can be persuaded to want more of something when there is less of that thing to be had
People can be persuaded to act when those actions are endorsed by a credible expert.
People can be persuaded to act when not acting would be at odds with their previous behavior.
People can be persuaded to say yes to people they find similar, cooperative, or who pay them compliments.
People can be persuaded to act when they feel an action is being performed by many others, too Reciprocity
Scarcity
Authority
Consistency
Liking
Consensus - McGee presents four questions to ask ourselves to help us engage with others. Which of the questions below is not one of his questions? Are they listening to me?
- Once we form an opinion about someone’s character based on their culture or identity, we tend to “”pay attention to the “”facts”” that support our preconceived ideas”” and dismiss evidence that doesn’t fit the narrative we created in our minds (Rubin & Sanders, 1991).
Which cognitive bias are we committing in this situation? Information availability bias - Simons and Tripp start The Negotiation Checklist with asking you to determine your overall goal. Which of the following is not an example question they provide for determining your goal? What is your target price point?
- The key to the principle of reciprocation is to be the first to give, and to ensure that what you give is ___ and ___ . Personalized
Unexpected - Ury, Brett, and Goldberg (1993) believe that any dispute will contain elements of power, interests, and rights. TRUE
- What are “upgraders?” Words that are used to strengthen a statement.
- What does BATNA stand for? Best Alternative To a Negotiated Agreement
- What does Paul McGee mean when he talks about “the gift of the gap?” Pausing and listening to the other person when they’re speaking with the goal of understanding them
- What is the purpose of ADR? To avoid going to court.
- When done ethically, distributive negotiations can be win/win for both parties. FALSE
- Which definition of “reciprocity” most closely matches how Lytle, Brett, and Shapiro (1999) use the term? The tendency for individuals to mirror the type of interests, rights, or power statements they hear from their counterpart in a negotiation.
- Which of Kotter’s four sources of power best supports building cognitive trust? Belief in a Manager’s Expertise
- Which of the following does Korobkin describe as the source of a negotiator’s relative bargaining power? The ability to threaten leaving the negotiation without a deal
- Which of the following is true of integrative negotiations? Mark all that apply. Try to “expand the pie.”
Useful for long-term relationships.
Try to find areas where you and your negotiating partner have different interests.
Aim for a win-win outcome. - Which principle do you take advantage of when you make the opening offer in a negotiation? Anchoring Principle
- Which type of opening do Lytle, Brett, and Shapiro (1999) identify as the least risky? With interests
- You may have to change your reservation point/resistance point if you discover your opponent has a stronger BATNA during negotiations. FALSE
Other Links:
See other websites for quiz:
Check on QUIZLET