Negotiation subprocesses

Negotiation subprocesses

1. Negotiation rationally

   • Everyone negotiates. In its various forms, negotiation is a common mechanism for resolving differences and allocating resources.

2. framing of negotiations

   • the importance of the particular frames we place on problems we have to solve or decisions we have to make.

3. The Framing of Risky Negotiations

   • The way in which information is framed
     • to the negotiator can have a significant impact on his or her preference for risk,
     • particularly when uncertainty about future events or outcomes is involved.

4. Managers and Their Not-So Rational Decisions

   • heir ability to make fast, widely supported, and effective decisions will, in large part, shape the performance of their firms.
     • Managerial Decision Making
       • arious disciplines within business schools have studied decision making should come as no surprise
         • as managers make decisions that span the various business functions.
       • How Managers Make Decisions
         • anagers make imperfect decisions due to a variety of factors including lack of information, inadequate time, and cognitive limitations. Simon’s work suggests that managers could make better decisions, if only they could access the necessary resources.
       • Decision-Making Processes
         • people are aware that biases can create false impressions and distort intuitive judgment, but biases also affect System 2 processes, causing managers to make irrational decisions.
       • Decision-Making Biases
         • The results of these experi- ments cast doubt on the rational choices executives make.
       • Framing and Loss Aversion
         • When executives make decisions, they may frame the potential outcomes of their decisions differently rel- ative to an earlier status quo.
       • Risk Seeking
         • This is actually the other side of the loss aversion coin, because it suggests that individuals strongly prefer risks that might possibly mitigate a loss.
       • Source Dependence
         • is based on the observation that decision makers often consider the source of an uncertain event, in addition to its level.
       • Escalation of Commitment
         • these findings suggest that simply giving managers more information wilt not necessarily lead to better decisions. Instead, organizational, social, and psychological factors
           • combine such that those who were involved in an initial decision may interpret negative incoming information differently than those who arrive later.
       • Overconfidence
         • is likely to influence managers at many different levels of the organization.
       • Closing Observations
         • we outlined the basic processes that individuals employ to make decisions, and we re- viewed a number of biases that may interfere with these processes

5. Emotions in Negotiation

   • Emotions Can Obstruct a Negotiated Agreement
   • Get Rid of Emotions
   • Emotions Are Unavoidable
   • Suppressing Emotions Can Make Things Worse
   • Using Emotions to Move You toward Your Negotiation Goals
   • Understanding the Information Communicated by Emotions
   • Negative Emotions Have Downfalls in a Negotiation
   • Enlisting Positive Emotions to Motivate Collaboration
   • CONCLUSION
     • research suggests that negotiators can improve the efficiency and effectiveness of a negotiation by gaining an understanding of the information communicated by emotions
       • enlisting positive emotions into the negotiation.

6. Staying with No

   • It’s hard to say no
     • It isn’t inherently insulting to you that the other person wants you to back off your no
       • While your counterpart’s resistance to your no can be hard to take, part of the problem may lie on your side, even if it doesn’t feel that way.
   • The Neutral No
     • Even if you’re nice, use neutral to stay with no.

7. Risks of E-Mail

   • Certain information is easy to communicate face to face but difficult to describe in an e-mail.

8. The Six Channels of Persuasion

   • Interest-Based Persuasion
   • Politics
   • Rationality
   • Inspiration and Emotion
   • Authority
   • Relationships