Best Practics in Negotiation - N12

Summary-N12

This chapter reflects on negotiation at broad level by providing 10 “best practices”

1. Be Prepared

2. Diagnose the fundamental structure of the negotiation

3. Identify and work the BATNA

4. Be willing to walk away

5. Master paradoxes of negotiation

6. Remember the intangibles

7. Actively manage coalitions

8. Savor and protect your reputation

9. Remember that rationality and fairness are relative

10.Continue to learn from the experience.

International and Cross-Cultural Negotiation - N11

Summary

This chapter discusses some of the factors that make international negotiation different, including environmental context. This chapter also described the effect of culture, how culture has been conceptualized. There are two important ways that culture has been conceptualized: culture as shared value, and culture dialectic.
We discussed 10 ways that culture can influences negotiation:
1.The definition of negotiation
2 The negotiation opportunity
3.The selection of negotiators
4.Protocol
5.Time sensitivity
6.Risk propensity
7.Groups versus individuals
8The nature of agreements
9.Communication
10.Emotionalism.
The chapter concludes with a discussion of culturally responsive strategies available to the international negotiator.

Multiple Parties and Teams - N10

Summary

In this chapter, all level of multi party negotiation needed for complex situations, we have explored the dynamics of two forms of multiparty negotiations, so that they must work together in achieve a collective decision with thoughtfully consider. The parties involved are considerably more likely to the process and effective outcome.
Effective groups and their members do the following things:

1.Test assumptions and inferences

2.Share all relevant information

3.Focus on interests, not positions

4.Be specific – use examples

5.Agree on what important works mean

6.Explain the reasons behind one’s statements, questions, and answers

7.Disagree openly with any member of the group

8.Make statements, then invite questions and comments

9.Jointly design ways to test disagreements and solutions

10.Discuss with undiscuss issues

11.Keep the discussion focused

12.Do not take cheap shots or otherwise distract the group

13.Expect to have all members participate in all phases of the process

14.Exchange relevant information with no group members.

15.Make decisions by consensus

16.Conduct a self-critique

Relationships in Negotiation - N9

Summary

In this chapter, we evaluated the status of previous negotiation research which has focused almost exclusively on market exchange relationships. We see that parties shift focus considerably, moving away from a sole focus on price and exchange to also attend to the future of the relationship, including the level of trust between the parties and questions of fairness and to build strong positive reputation. There are three things that contribute to the level of trust one negotiator may have for another: the individual’s chronic disposition toward trust; situation factors; and the history of the relationship between the parties. The third major issue in relationships is the question of what is fair or just. Not only are various form of justice interrelated, but reputation, trust, and justice all interact in shaping expectations of the other’s behavior

Ethics in Negotiation - N8

Summary

In this chapter, we approached the study of ethically ambiguous tactics from a decision-making framework. We have discussed hoe ethical question are inherent in the process of negotiation, We proposed that a negotiator’s decision to use ethically ambiguous tactics typically grows out of desire increase one’s negotiating power by manipulating the landscape of information in negotiation.

We addressed how negotiators can respond to another party that maybe using tactics of deception subterfuges. This chapter also focused on the intentions and motives to use deceptive tactics. Different types of deception can serve different purpose in negotiation. The motivation can affect the tendency to use deceptive tactics. The consequences of unethical conduct are based on whether the tactic is effective; how the other person evaluates the tactic; and how the negotiator evaluates the tactic.

Finding and Using Negotiation Power - N7

Summary

In this chapter, we discussed the nature of power in negotiation. We suggested that there were two major ways to think about power “power over” which suggests that power is fundamentally dominate and coercive in nature and “power with” suggesting that power is jointly shared with the other party to collectively develop joint goals and objective.

This chapter ends with the dealing with others who have more power.
The negotiators should be advised as follow:
Never do an all-or-nothing deal
Make the other party smaller
Make yourself bigger
Build momentum through doing deals in sequence
Use the power of competition to leverage power
Constrain yourself
Good information is always a source of power
Do what you can to manage the process

Leading through Effective External Relations - L10

Summary

In this chapter I lhad earned to do as the following:

- develop an external relations strategy
- build and maintain a positive corporate image
- work with the news media
- handle crisis communications

This chapter talked about how to do developing an external relations strategy. Leading through effective external relations points out that a positive public image or reputation affects a company’s ability to achieve success. It provides approaches to projects a positive image in public from four aspects.

However, the focus of this chapter is primarily on the activities usually considered public relations, including press and media management, philanthropic activities, community involvement, investor relations and external publications.

Here are guidelines will help company to respond appropriately.1. Develop a general crisis communication plan and communicate it2. Once the crisis occurs, respond quickly,3. Make sure you have the right people ready to respond and that they all respond with the same message4. Put yourself in the shoes of your audience5. Do not overlook the value of the web6. Revisit your crisis communication plan frequently7. Build in a way to monitor the coverage8. Perform a postcrisis evaluation