Negotiating

1. Negotiating Communication & influence Anne Marie Bülow Dept of international culture and communication studies, IKK amb.ikk@cbs.dk

2. Plan • 1. INTRODUCTION • the Course: requirementsetc • 2: TODAY • Askingquestions • Social relations • Sociolinguistics: facework • Communicativecompetence • Power and influence • Communicationtactics • Justice and fairness

3. Crash course in asking questions Round 1:

4. Open: wh- types • What will you have to drink? • Polar: a or b? • Do you want tea or coffee? • Polar: yes or no? • Would you like some coffee?

5. Presuppositions • Have you stopped beating your wife? • What do you want in your coffee? • Would you like some more coffee?

6. Lady spraying customer with perfume in airport shop: ”This is the new Burberry, and this is the classic scent - which of them do you like best?”

7. Sequence • Should divorce in this country be easier to obtain, more difficult to obtain, or stay as it is now? • Should divorce in this country be easier to obtain, stay as it is now, or be more difficult to obtain?

8. Norm • Do you get headaches frequently, and if so, how often? • Do you get h.s occasionally, and if so, how often? • Total number of h. products you have used – 1? 5? 10? • Total number – 1? 2? 3?

9. Questions frame expectations • In negotiations, the people who ask the most questions tend to set the agenda and suggest the terms • Use them to get information about interests and attitudes

10. Round 2:Crash course in social relations • - with special reference to communication

11. Similarity Everyone assumes that those who are most like themselves are most likely to reflect their own knowledge and values

12. Variables that reduce uncertainty Knowledge of host culture Knowledge of language Shared networks Favourable contact Stereotypes Attraction, intimacy

13. Ingroup – outgroup Def: an outgroup competes with the ingroup in some relevant respect, e.g. about prestige or resources NB! All interaction is to some extent intergroup

14. Attribution We explain events in terms of cause: Who or what caused did it? Why? • situational factors • It was raining • Personal characteristics • He was driving too fast, he is irresponsible

15. External factors • He does not control the weather • He couldn’t know it was going to rain • Internal factors • He doesn’t normally drive fast • He hates driving in the dark, he must have been forced

16. Ingroup / outgroup attribution • If something good happens • And we did it • It’s because of personal features: • My daughter passed her exam because she is clever and worked hard

17. If something bad happens • And we did it • It is because of situational factors: • My daughter failed her exam because it was quite unreasonably hard this year

18. If something good happens And they did it It is because of situational factors: My neighbour’s son passed his exam because he was lucky with the question

19. If something bad happens And they did it It is because of personal features My neighbour’s son failed because he isn’t very smart, frankly

20. Attribution bias The fundamental attribution error: to attribute negative events to outgroup’s personal features and underestimate situational factors

21. moral • In negotiations, people tend to treat the other party as out-group • So they under-estimate situation and blame the other party personally FAR TOO OFTEN

22. Round 3: Crash course in sociolinguistics

23. Goals Whythey talk: • Materialgoals • Relationalgoals • Long-termgoals • Short-term goals Keepdistinct from offers, counteroffers, motives

24. autonomy: demand for respect and independence solidarity: demand for esteem, praise, sympathy competenceface fellowshipface Your public face

25. Assumeknowledge Assumelogic and sound reasoning - What a goodidea! - Canyou show mehowthisworks? - How do youarrive at the figure of 26.5%? Competence

26. Fellowship • Acknowledge, exaggerate • Agree, seekcommonground • Beoptimistic • - Thankyou, thatwasvery kind of you. • - Right, shouldwe just agree to talk about the agenda first, whatwehope to achievetoday? Is that acceptable?

27. Powerful /powerless speech • Powerful speakers suggest topics • And interrupt • They use categorical/ precise language • They use falling intonation • They summarize and draw conclusions

28. Powerless speakers • Respond to suggestions • Use hedges and qualifications • Use rising intonation • Nb: power(lessness) is a position that the speaker takes

29. - What gun was used for this attack? • The bullet was fired from a Mauser and it may have had a telescope sight attached • Well, a rifle of sorts, possibly a Mauser, but it was a long shot, so perhaps it could only have been done with a telescope sight

30. Moral • Listen! • Separate people from problem – common decency, respect and friendliness …

31. Round 4: Non-native speakers, Communicative Competence

32. So why do you want this job at the Milton College Library? What do you think London Transport has to offer you?

33. Stereotypes oftenfound: • Non-nativesareeitherbluntorapologetic • Non-nativestaketoomuch time • Non-nativesdon’t listen

34. Speakers who - • Speak faster • Usewidervocabulary (diversity) arerated as - • More efficientcommunicators • More intelligent • More confident • Havinghigherincome • Younger!

35. The language of threats • Polarized: generous, reasonable vs tight-fisted, unreasonable • Immediacy: verbal distance we, us vs you • Intensity: profanity, superlatives • Diversity and high-power style

36. Appleton / Baker game North Oak Street Willow Street 27 Moore 28 41 Baker 42 43 Appleton

37. Anchor • What proportion of countries in Africa are members of the UN? • [spin roulette wheel] • - More or fewer than 10%? • - More or fewer than 65%?

38. General advice for bidding • Think creatively • Bid ambitiously • But not ridiculously • Specify criteria

39. Round 5: Power and influence

40. Power Df: Power is potential influence Influence is kinetic power - Uselessiftheydon’tsee it! - Uselessifthey undermine it!

41. French & Raven + • Expert power • Reward • Coercive • Legitimate • Referent • Negative

42. Sources of power: Informational : common situation emerges (trust?) Personal : competitiveness, skills Position in organization : anyrespectedauthority Relationship-based : interdependence (or distance) Contextual : BATNA, hiddentable

43. Dancingwithelephants Spreadrisk, Diversify Seek alliances, Divide the competition Usesequence, keep tabs on procedure

44. Round 6: Communication and uptake: Tactics

45. Other: This is a proposal that is quite out of our range. Shameless. Couldn’t believe my eyes. You must be out of your mind. Don’t pay attention to rhetoric

46. Other: I’m asking 1 million for this unique house . Ask for criteria!

47. Other: We have a much better offer already. Get information!

48. Other: It is MUCH too expensive! Shift frame!

49. Other: There is no way we can accept section 37 as it stands. Hear signals!

50. Could you provide us with some of your excellent insight on this point? • Could you tell us how you came to that conclusion? Get help by flattery / pleasant expectations