Chapter 4 Negotiation : Strategy and Planning

Planning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it. A negotiator who carefully plans will make an effort to do the following:
1. Understand the key issues that must be resolved in the upcoming negotiations;
2. assemble all the issues together and understand the complexity of the bargaining mix;
3. understand and define the key interests at stake that underlie the issues;
4. define the limits – points where we will walk away – and alternatives – other deals we could do if this deal does not work out;
5. clarify the targets to be achieved and the opening points – where we will begin the discussion;
6. understand my constituents and what they expect of me;
7. understand the other party in the negotiation – their goals, issues, strategies, interests, limits, alternatives, targets, openings and authority;
8. plan the process by which I will present and “sell” my ideas to the other party;
9. define the important points of protocol in the process – the agenda, who will be at the table or observing the negotiation, where and when we will negotiate
When negotiators are able to consider and evaluate each of these factors, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.

Chapter 3 Strate and Tactics of Integrative Negotiation

Summary


In this chapter, we have reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.
The chapter began with an overview of the integrative negotiation process. A high level of concern for both sides achieving their own objectives propels a collaborative, problem-solving approach. Negotiators frequently fail at integrative negotiation because they fail to perceive the integrative potential of the negotiating situation. However, breakdowns also occur due to distributive assumptions about negotiating, the mixed-motive nature of the issues, or the negotiators' previous relationship with each other. Successful integrative negotiation requires several processes. First, the parties must understand each other's true needs and objectives. Second, they must create a free flow of information and an open exchange of ideas. Third, they must focus on their similarities, emphasizing their commonalities rather than their differences. Finally, they must engage in at search for solutions that meet the goals of the both sides. This is a very different set of processes from those in distributive bargaining. The four key steps in the integrative negotiation process are identifying and defining the problem, identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives. For each of these steps, we discussed techniques and tactics to make the process successful.
We then discussed various factors that facilitate successful integrative negotiation. First, the process will be greatly facilitated by some form of common goal or objective. This goal may be one that the parties both want to achieve, one they want to share, or one they could not possibly attain unless they worked together. Second, they must have faith in their problem-solving ability. Third, the parties must be willing to believe that the other's needs are valid. Fourth, they must share a motivation and commitment to work together, to make their relationship a productive one. Fifth, they must be able to trust each other and to work hard to establish and maintain that trust. Sixth, there must be clear and accurate communication about what each one wants and an effort to understand the other's needs. Instead of talking the other out of his or her needs or failing to acknowledge them as important, negotiators must be willing to work for both their own needs and the other's needs to find the best joint arrangement. Finally, there must be an understanding of the dynamics of integrative negotiations.
In spite of all of these suggestions, integrative negotiation is not easy, especially for parties who are locked in conflict defensiveness, and a hard-line position. Only by working to create the necessary conditions for integrative negotiation can the process unfold successfully.
Posted by wtitting communication at 7:56 PM

Chapter 2 Strategy and Tactics of Distributive Bargaining

Summary

In this chapter, we looked at the key elements of distributive bargaining, namely, the bargaining mix, the BATNA, the bargaining range, the settlement point and the stalemate.

We realized that, although ethical concerns exist for using distributive bargaining tactics, it is still important to study distributive bargaining so that negotiators can succeed in situations that are distributive.

We studied positions commonly taken during the bargaining process such as the initial offer and the resistance point and we looked at strategies for closing a deal.

In Nigeria, most negotiation situations are exclusively distributive, with very little use made of integrative negotiation. Hence, knowledge of distributive bargaining will help a manager succeed in distributive bargaining situations because of the prevalence of the use of this mode of negotiation here.

Chapter 1 The Nature of Negotiation

Summary

In this chapter, we learn that interdependence is the relationship between people and groups that often leads them to negotiate.

In negotiations, there is usually a conflict of needs and desires between all parties involved, and there is need to engage in mutual adjustment of one’s expectations of outcomes from the bargaining process. Hence, in negotiations, there is a give-and-take process that usually occurs.

Successful negotiation involves the management of tangibles and intangibles as all parties involved try to move towards their settlement point and try to claim value from the negotiation.

Introduction : What is Leadership Communication ?

In this chapter, a leader is defined as person who guides, directs, inspires or motivates others. Communication is defined as the transmission of meaning from one person to another.

Here, we learn that effective leadership depends greatly on effective communication and effective communication depends greatly on projecting a positive ethos.

In my work as sales manager, I have found that customers respond better to individuals who they deem to be credible and trustworthy and I have learnt that credibility is built over time.

In giving presentations to customers, I have found it very helpful to do an analysis of my listening audience to customise my presentation to the listeners in the room. Sometimes, the listeners are highly technical people who understand technical phrases and acronyms. At other times, they are people from the commercial side of the business and so my presentation has to be adapted to suit them and technical terms reduced to the barest minimum.

Chapter 1 Developing Leadership 'Communication strategy

Summary

Leaders need to consider strategy in communication just as they do in other areas of their business, profession, or life. Strategy consist of two actions: determining goals and developing a plan to achieve them.
Establishing a clear purpose: Leaders recognize that communication has consequences; you need to be sure the results you produce are those you intend. To achieve your intended results, you first need to establish a clear purpose. You will usually find that you have one of three general purposes:
To inform- transferring facts, data, or information to someone
To persuade- convincing someone to do something
To instruct- instructing someone in a process
Generating ideas: If you find you need to analyze an idea before presenting it to others, you will probably find one of the following four methods useful in helping you to push your thinking:
Brainstorming
Idea mapping
The Journalist’s Questions:
The decision tree

Chapter 12 Best Practices in Negotiations

Summary

The purpose of this chapter is to provide us of negotiation with an overview of the field of negotiation, perspective on the breadth and depth of the subprocesses of negotiation, and an appreciation for the art and science of negotiation. We reflect on negotiation at a broad level by providing 10 “best practices” for negotiators.
1. Be Prepared
better prepared have numerous advantages, including the ability to analze the other party's offers more effectively and efficiently.
2. Diagnose the fundamental structure of the negotiation
Using strategies and tactics that are mismatched will lead to suboptimal negotiation outcomes.
3. Identify and work away
especially important because this is the option that likely will be chosen should an agreement not be reached.
4. Be willing to walk away
Willing to walk away from a negotiation when no agreement is better than a poor agreement.
5. Master the Key Paradoxes of Negotiation
5.1 Claiming Value versus Creating Value
5.2 Sticking by Your Principles versus Being Resilient to the Flow
5.3 Sticking with the Strategy versus Opportunistic Pursuit of New options
5.4 Honest and Open versus Closed and Opaque
5.5 Trust versus Distrust
6. Remember the intangibles
Frequently affect negotiation in a negative way and they often operate out of the negotiation’s awareness
7. Actively manage coalitions
7.1 Coalitions against you
7.2 Coalitions that support you
7.3 Loose, underfined coalitions that my materize either for against you
8. Savor and protect your reputation
Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.
9. Remember that rationality and fairness are relative
9.1 they can question their own perceptions of fairness and ground them in clear principles
9.2 they can find external benchmarks and examples the suggest fair outcomes
9.3 illuminates definitions of fairness held by the other party and engage in dialogue
10. Continue to learn from the experience
The best negotiators continue to learn from the experience.

Chapter 10 Leading throuh Effective External Relations

Summary

This chapter provides guidelines to help manage external relations in day – to – day encounters and in crisis situations so that the company projects a positive image, will learn how to apply the communication strategy model introduced to external relations, how to shape a positive image, how to deal with the media, and, finally, how to manage crisis communications.

Developing an External Relations Strategy

1. Clarify your purpose and strategic objectives.
2. Identify your major audiences or stakeholders.
3. Create, refine, and test your major messages.
4. Select, limit, an coach your spokesperson(s)
5. Establish the most effective media or forum.
6. Determine the best timing.
7. Monitor te results.

Chapter 11 : International and Cross-Cultural Negotiation

This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross- cultural negotiation. Some of factors make international negotiations different. Description of factors that influence international negotiations: political and legal pluralism, international economics, foreign governmental and bureaucracies, instability, ideology, and culture. Five immediate context factors were discussed next: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders. Each of these environmental and immediate context factors acts to make international negotiators need to understand how to manage them.

The chapter discussed ten ways that culture can influence negotiation: (1) the definition of negotiation, (2) the negotiation opportunity, (3) the selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) the nature of arguments, and (10) emotionalism.

Chapter 10 : Multiple Parties and Teams

In this chapter, we learn that many negotiation situations involve more than two parties. Most of what has been addressed in earlier chapters assumed a "one-on-one" negotiation situation. In this chapter, we examine how dynamics change when groups, teams, and task forces have to present individual views and come to a collective agreement about a problem, plan, or future course of action.

When negotiations become multilateral, there is need to understand the group dynamics that are at work particularly because these multilateral negotiation situations are more complex than two-party negotiations.

Chapter 8 : Building and Leading High-Performing Teams

This chapter has discussed the best approach to ensuring all team activities run smoothly so that the team achieves its objectives. It has provided team leaders and team facilitators tools to help them build and manage a team. No doubt, leading a team and working on a team present some challenges, but with the right approach, a team can work through the challenges, achieve high performance.

Chapter9 Establishing Leadership through Strategic Internal Commu

Establishing Leadership though Strategic Internal Communication

One of the major responsibilities of an organizational leader is communication with employees.
Organizational directional direction comes from leaders having created and effectively communicated a clear and meaningful vision. Developing and communicating a vision is one of the most important and visible communication tasks of senior management.

Employees are motivated when, through words and actions, the leaders carefully translate the vision and strategic goals into terms that are meaningful to all employees.

The strategy for internal communication consists of the basic components of any effective business communication strategy, such as audience analysis, targeted messages, and appropriate media, but it is also much more than processes and products. Internal communication holds an organization together. Good internal communication provides the direction needed to reach strategic and financial goals and encourage productivity. It enables the smooth operation of the organization when interwoven seamlessly into all other processes of the organization

Chapter 9 Relationships in Negotiation

Every business can often be judged by the extent in how it values its relationships. The truth is that every business does have a relationship with numerous groups and individuals. We have suppliers, customers, employees, labour and union representatives, to name a few. Whether we realize it or not, we interact with these groups and individuals through our relationship with them. Relationships matter and we must understand the reason why they are so important to our business
Reputation, trust, and justice are three elements that become more critical and pronounced when they occur within a relationship negotiation. Reputation is a “ perceptual identity, reflective of the combination of salient personal charactieristics and accomplishments, demonstrated behavior and intended images preserved over time, as observed directly and/or as reported from secondary sources. Trust is an individual’s belief in and willingness to act on the worlds, actions and decisions of anothers. Justice is the question of what is fair or just. Justice has been a major issue in the organizational sciences: individuals in organizations often debate whether their pay is fair.

Chapter 8 Ethics in Negotiation

Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards, They differ from morals, which are individual and personal beliefs about what is right and wrong. Ethics grow out of particular philosophies.
The dictionary definition of ethics is: "a system of moral principles or values; the rules or standards governing the conduct of the members of a profession; accepted principles of right or wrong." Ethics establish the means of doing what is right, fair and honest.
When we view negotiation from this perspective, we can see how important it is to improve our ability to negotiate so we can be more successful in achieving our goals. What we want to ensure is that when we do negotiate, we do so in a way that will ensure a win-win outcome--one that meets the needs and goals of both counterparts, and makes both of them willing to come back to the bargaining table to negotiate with each other again at a later time.

Four approaches to Ethical Reasoning
1. End-result ethics – Rightness of an action is determined by considering consequences.
2. Duty ethics – Rightness of an action is determined by considering obligations to apply universal standards and principles.
3. Social contract ethics – Rightness of and action is determined by the customs and norms of a community.
4. Personalistic ethics – Rightness of an action is determined by one’s conscience
When we view negotiation from this perspective, we can see how important it is to improve our ability to negotiate so we can be more successful in achieving our goals. What we want to ensure is that when we do negotiate, we do so in a way that will ensure a win-win outcome--one that meets the needs and goals of both counterparts, and makes both of them willing to come back to the bargaining table to negotiate with each other again at a later time.
In a negotiation, whenever you are ethical and honest even though it costs you something, you gain points. If a counterpart makes an invoice error that is to your advantage and you inform him of it, that costs you something--but it also earns you respect. A client recently called to inform us that we had not sent an invoice for services we had performed for her. That one telephone call let us know that this client is honest

Chapter 6 : Exercise 6.4

Exercise 6.4 : Creating International Correspondence

The case : PTI and Congoil
In your role as PTI's vice president of operations, write two letters responding to
the situation described in the case:

1. To Syanga Rugeiro requesting payment of the & 2.5 million owed PTI.
Dear Syanga Rugeiro
General Manager, Congoli P&P
26 – 30 Avenida Presidente dos Santos, Dist.
Norte 4, Kinuanda, Congola.

Thank you for your recent business. Our records indicate, we are sure that you will not object to this reminder that is a balance due of $ 2.5 million on your account as soon as you are able.
If there are any question with this invoice, please feel free to contact us. If not, Please remit payment to the following address.

We thank you for your business and look forward to a continued relationship.

Your business is very important to us.
Sincerely,
Thannawat Daenkhanob
Vice president of operations
Production Takers, Inc. (PTI)

2. To Carl Mouton asking for his assistance in persuading Syanga to pay.

Dear Carl Monton
Amproco’s assistant counry manager,

I am writing mail to you as common friend and need your assistant to business. According to business with congoil that we provides converted tankers to produce oil from offshore fields as you knew that for several years. At the present, Congoil didn’t payment of the &2.5 million. We don’t know what is matter on their business ? Thus if Congoil still don’t payment to us, We will be afraid of affect concern to other business.

Therefore, We realize to business all of us running well. Possible, If you will persuading Syanga to pay or she probably need someone help her in business.

Please do not hesitate to get in touch with me if there is any further information you require.

Your Faithfully,

Thannawat Daenkhanob
Vice president of operations
Production Takers, Inc. (PTI)

L : Chapter 7 : Leading Productive Meeting

Communication purpose and strategy should come first in planning meeting, as in all communication situations. when we have something to communicate and are considering a meeting, we shold first determine overall purpose and consider the needs and preferences of your audience. Consider purpose in any case, we should be sure a meeting is the best forum for what you need to accomplish. Consider Audience we will also want to consider audience. How do most of your employees like to receive information ?

Completing the Essential Planning
Clarifying purpose and Expected Outcome Meetings often have multiple objectives, but effective meeting, like good presentations and memos. Determining Topics for the Agenda In determining the agenda topics and the meeting tasks, we will want to estimate the time it will take to cover each topic.Selecting Attendees is important to the success of a meeting. The attendee you invite should be the ones who can contribute to achieving your objectives. Considering the setting the best setting for the kind of meeting you plan to lead. The setting considerations should include location, equipment, and layout of the room. Determining when to meet Setting time for the meeting can be important to accomplish goals, you want people when they are at their best. Establishing needed Meeting information provide any information the group may need before or during the meeting to accomplish the meeting purpose.
Conducting a Productive Meeting announce at the start of the meeting the decision-making approach that you plan to use, clarify leader and attendee roles, and responsibilities, and establish meeting ground rules.
Ground Rules 1. Meetings will start and end on time 2. Active participantion by all is expected. 3. No sidebars are allowed.
Example Ground Rules for Virtual Meetings 1. Introduce yourself when you join the meeting. 2. State your name prior to your comments throughout the call. 3. Avoid any side conversations since not all participants can hear them. 4. Keep the speakerphone close to the person who is talking to avoid background noise. 5. Avoid tapping pens or shutting papers since these sounds maybe exaggerated on the other end.

L : Chapter 6 : Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

Leaders need strong interpersonal skills and an understanding of and appreciation for cultural diversity. Without these skills, leaders cannot communicate with and manage others effectively. For leadership communication, emotional intelligence and cultural literacy are as important as the strategy, writing, and speaking skills. Emotional intelligence is emotional and social knowledge and the ability to
1. Be aware of, understand, and express yourself.
2. Be aware of, understand, and relate to others.
3. Deal with strong emotions and control your impulses
4. Adapt to change and to solve problems of a personal or a social nature.
Steps to Achieving Emotional Intelligence
1. Who do you want to be ? Imagine yourself as a highly effective leader. What do you see ?
2. Who are you now ? To see you leadership style as others do, gather 360- degree feedback, especially from peers and subordinates. Identify your weak-nesses and strengths.
3. How do you get from here to there ? Devise a plan for closing the gap between who you are and who you want to be.
4. How do you make change stick ? Repeatedly rehearse new behaviors – physically and mentally – until they are automatic.
5. Who can help you ? Do you try to build your emotional skill alone – identify other who can help you navigate this difficult process.

Midterm test