1 / 16

The Social Context of Negotiation

The Social Context of Negotiation. No. of parties in a negotiation. Negotiating Dyad Agents and constituencies Additional negotiators Negotiating teams Unrepresented bystanders and audiences Third parties. Negotiating within a relationship.

adem
Download Presentation

The Social Context of Negotiation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Social Context of Negotiation

  2. No. of parties in a negotiation • Negotiating Dyad • Agents and constituencies • Additional negotiators • Negotiating teams • Unrepresented bystanders and audiences • Third parties

  3. Negotiating within a relationship • Negotiating within relationships takes place over time • Negotiation is often not a way to discuss an issue but to learn more about each other and increase interdependence • Resolution of simple distributive issues has implications for the future • Distributive issues within relationships can be emotionally hot • Negotiating within relationships may never end • In many negotiations, the ‘other person’ is the problem • In some negotiations relationship preservation is the negotiation goal

  4. Key dimensions of relationships • Attraction • Rapport • Bonding • Breadth

  5. Attraction • Affect : liking the other person • Stimulation: experiencing the other as intellectually challenging • Commonality: sharing things in common • Romantic interest: being physically attracted to the other

  6. Rapport • Trust: reliability, interpersonal integrity, altruism • Disclosure: openness with which the parties deal with each other • Empathy : ability to see it from the other’s point of view • Acceptance: unconditional positive regard for the other • Respect: a view of the other possessing a strong value system and being committed to it

  7. Bonding • Alliance: a feeling of being ‘on the same side’ • Exchange: tangible benefits which they derive from being associated with each other • Cooperation: degree to which both parties are able to work in unison to achieve respective goals

  8. Breadth of relationship • Scope of the relationship: how large the the domain of relationship is • Time horizon: how long the period of association has been

  9. Key elements in managing negotiations within relationships • Trust – calculus based, knowledge based, identification based • Emotions – positive, negative • Justice – distributive, procedural, interactive

  10. Trust Agreement Matrix High Bedfellows Allies Fence Sitters Agreement Adversaries Opponents Low Low High Trust

  11. When coalitions are formed, they could be • Allies – who are in agreement with a negotiator’s goals and vision and whom the negotiator trusts. • Opponents – people with whom the negotiator has conflicting goals and objectives, but who can be trusted to be principled and candid in their opposition • Bedfellows – people with whom a negotiator has high agreement on objectives but with low to moderate levels of trust • Fence sitters – parties who will not take a stand, one way or the other • Adversaries – low in agreement, low on trust

  12. Action strategy for building relationships in coalitions With allies • Affirm your agreement on the collective vision or objective • Reaffirm the quality of relationship • Acknowledge the doubt and vulnerability that you have with respect to achieving your vision and collective goal • Ask for advice and support

  13. Action strategy for building relationships in coalitions With opponents • Reaffirm that your relationship is based on trust • State your vision or position • State in a neutral way what you think their position or vision is • Engage in some kind of problem solving

  14. Action strategy for building relationships with coalitions With bedfellows • Reaffirm the agreement • Acknowledge the caution that exists • Be clear about what you want from bedfellows in terms of their support • Ask bedfellows what they want from you • Try to reach an agreement on how to work together

  15. Action strategy for building relationships in coalitions With fence sitters • Stae your position on the project • Ask where they stand • Apply gentle pressures • Encourage them to think about the issue and tell you what it would take to get their support

  16. Action strategy to building relationships in coalitions With adversaries • State your visions and goals • State in a neutral way your understanding of your adversary’s position • Identify your own contribution to the poor relationship between you and your adversary • End the meeting by restating your plan but making no demands

More Related