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Pie-slicing strategies
v Know your BATNA v Research the other party’s BATNA v set high aspirations v make the first offer v counteroffer immediately v avoid stating ranges v make bilateral concessions v use an objective-appearing rationale to support
v Target point and resistance point; asking price and initial offer; alternative outcome
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Two tasks in distributive bargaining
v Discover the other party’s resistance point
v to manage the other party’s impression of the negotiator’s outcome values
v to modify the other party’s perception of his own outcome values
v to manipulate the actual costs of delaying or aborting negotiations
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Some terms used in N&C
v BATNA: (Best Alternative to a Negotiated Agreement) determines the point at which a negotiator is prepared to walk away from the negotiation table or your fall back position.
attaches to that outcome › will vary inversely with the perceived value the first
party attaches to an outcome
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Tactical tasks
v To assess the other party’s outcome values and the costs of terminating negotiation
v influencing the other party’s resistance point
› will vary directly with his estimate of your cost of delay or aborting negotiations
› will vary inversely with his cost of delay or aborting › will vary directly with the value the other party
alternative
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Myths about negotiators
v Good negotiators are born v Experience is a great teacher v Good negotiators take risks v Good negotiators rely on intuition
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How to evaluate the negotiation
v Relationship building v Constructive communication v Interest satisfied( including the other party and the
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Some terms used in N&C
v Reservation point:the point at which the BATNA becomes preferable to starting or continuing a negotiation.
v Target point: your objective v Asking offer and counter offer: the start of the
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Commitment
v Abandon a commitment
› to indicate the conditions under which it applied have changed
› to let the matter die silently › to restate the commitment in more general
negotiation v Bargaining Range:the distance between the
reservation points of the parties.
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Preparation worksheet for negotiation
v Self-assessment v Assessment of the other party v Assessment of the situation v Details in the handout worksheet
third party) v Solutions v Reasonable v BANTA (benchmark) v COMMITMENT (understanding and feasible)
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Distributive Bargaining
v When a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.
v Two or more parties
v conflict of interest between two or more parties
v voluntary process and a strategy pursued by choice
v no fixed or established set of rules or prefer to invent their own
your offers v appeal to norms of fairness v PPT文档演模板 do not fall for the “even split” ploy 谈判与冲突管理)
and efforts on the process)
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The major sins of negotiation
v Leaving money on the table v Settling for too little v Walking away from the table v Settling for terms that are worse than your
› plan disruptive action
› alliance with outsiders
› schedule manipulation
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Positions during negotiation
v Opening offer v opening stance v initial concessions v role of concessions v pattern of concession making v final offer
v Why occur
› to create something new that neither party could do on his or her own
› to resolve a problem or dispute between the parties
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Commitment
v Establishing a commitment
› public pronouncement › link with an outside ally › increase the prominence of demands › reinforce the threat or promise
Manager is negotiator
v Dynamic nature of business v Interdependence v Competition v Information age v Diversity
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Characteristics of negotiation
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2020/12/10
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Negotiation
v Negotiation: an interpersonal decisionmaking process by which two or more people agree how to allocate scarce resources.