Chapter 7: Finding and Using Negotiation Power

This chapter focuses on power in negotiation. By power, mean the capabilities negotiators can assembly to give themselves and advantage or increase the probability of achieving their objectives. All negotiators want power; they want to know what they can do to put pressure on the other party, persuade the other to see it their way, get the other to give them what they want, get one up on the other, or change the other’s mind.

Whys is power important to negotiators? - Because it gives one negotiators an advantage over the other party. Negotiators seek power to offset or counterbalance the other’s advantage and gain or sustain one’s own advantage in upcoming negotiation.

A Definition of Power, people have power when they have “the ability to bring about the outcomes they desire” or “the ability to get things done the way (they want) them to be done.

Sources of Power – How people acquire power, Understanding the different ways in which power can be exercised is best accomplished by looking first at the various sources of power. This chapter takes the major sources of power into five different grouping: Information sources of power, Personal sources of power, Power based on position in an organization, Relationship-based sources of power, and Contextual sources of power.

Dealing with Others Who Have More Power, This chapter give some advice to negotiators who are in a low-power position by Michael Watkins’s advice: 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 the power, Constrain yourself, Good information, Ask lots of questions, and Do what you can to manage the process.

In conclusion, Negotiators have to know that power can be created in many different ways in many different contexts, and a source of leverage can shift from one category to another over time.

Chapter 6: Communication

This chapter will show you how to examine the process by which negotiators communicate their own interests, positions, and goals and in turn make sense of those of the other party and of the negotiation as a whole.

Most of the communication during negotiation is not about negotiator preferences. Although the blend of integrative versus distributive content varies as a function of the issues being discussed.

Negotiators discuss five different categories of communication that take place during negotiations

-          Offers, Counteroffers, and Motives

-          Information about Alternatives

-          Information about Outcomes

-          Social Accounts

-          Communication about Process

And consider the question of whether more communication is always better than less communication. The tone of the conversation during those first few minutes matters: the more negotiators speak with emphasis, varying vocal pitch and volume, the worse they do and the better the other does.

How people communicate in negotiation: Three aspects related to the “how” of communication:

-          The characteristics of language that communicators use

-          The use of nonverbal communication in negotiation

-          The selection of a communication channel for sending and receiving messages

How to improve communication in negotiation: Three main techniques are available for improving communication in negotiation:

-          The use of question

-          Listening

-          Role reversal

Special communication considerations at the close of negotiations, Negotiators must attend to two key aspects of communication and negotiation simultaneously:

-          The avoidance of fatal mistakes

-          The achieving closure

Chapter 5: Leadership Presentations

This chapter you will learn the skills of a leader are clearest whether informally. “Through their speeches and presentations, managers establish definitions and meaning for their own actions and give others a sense of what the organization is about, where it is at, and what it is up to.”

And this chapter applies the tools and techniques of previous chapters to the art of public speaking. Three “P’s” process: planning, preparing, and presenting.

Planning a presentation, in the planning phase of developing the leader determine strategy, analyze audiences, select the medium and delivery method, and organize and establish logical structure.

Preparing a presentation to achieve the greatest impact, the preparation consists of developing the introduction, body, and conclusion; crating the graphic; testing the flow and logic; editing and proofreading; and practicing.

Presenting effectively and with greater confidence, when it comes time to present, the leader will need to concentrate on delivery style, focusing particularly on eye contact, stance, speech, and overall effect. Since much of the success of the leader presentation will be determined by how audiences perceives us right at the beginning, the leader should be prepared to establish expertise and value to the audience immediately and maintain that positive ethos throughout.

In conclusion, the best way to project a positive ethos is to believe in what we are saying and to be fully prepared. As obvious as it may sound, nothing will take the place of preparation. To deliver an effective presentation we must prepared. When presenting, the leader need to do the following: focus our energy on our audience, create and maintain rapport, adopt a secure stance, establish and maintain eye contact, project and vary our voice, demonstrate our message with gestures, adjust our pace of delivery based on the audience response, and relax and be ourselves.

Chapter 4: Creating Written Leadership Communication

This chapter you will learn that the leader must be able to share knowledge and ideas to transmit a sense of urgency to others. Professional written communication falls into one of two broad types: correspondence (text message, e-mails, blog posts, memos, and letters) and reports (including proposals, progress reviews, performance reports, and research documentation).

This chapter focuses on helping you create written leadership communication that accomplishes your communication purpose by selecting the most effective communication medium, creating individual and team written communication, organizing the content coherently, conforming to content and formatting expectations in correspondence, including expected content in reports, and formatting written communication effectively.

Interacting with social network is important for us to consider carefully how we want to approach social media and how we wish to present ourselves in these very public. Some of the best strategic practices for using forms of social media: blogs and microblogs.

Organizing the content coherently, A professional audience expects order and logic in a document; they expect it to make sense to them, to be coherent.  To “cohere” means to hold together, which is what we want our communication to do. For social media, our posts, comments, tweets, and the like should “cohere” as well – to a central theme or idea.

Conforming to content and formatting expectations in correspondence, we will determine the actual content of our letters, memos, e-mails, and text messages based on our purpose, strategy, and audience but these types carry some expectations.

Including expected content in reports, Professional audiences also have expectations for longer documents and reports. The reports may be long or short, formal or informal.

Formatting written communication effectively, Formatting is important in creating a professional appearance for all of our written communication. The frequent use of headings and lists to break up the text, separate main ideas, and avoid long blocks of text will make our documents more inviting the audiences.

Chapter 5: Perception, Cognition, and Emotion

This chapter will show you about perception, cognition, and emotion that they are the basic building blocks of all social encounters.

Perception is the process by which individuals connect to their environment or can call that sense-making process: people interpret their environment so that they can respond appropriately.

Frames are important in negotiation because disputes are often nebulous and open to different interpretations as a result of differences in people’s backgrounds. Frames emerge and converge as the parties talk about preferences and priorities and negotiators who understand how they are framing a problem may understand more completely what they are doing.

Negotiators use information to make decisions during the negotiation. It collectively labeled cognitive biases includes:

-          Irrational escalation of commitment

-          Mythical fixed-pie beliefs

-          Anchoring and adjustment

-          Issue framing and risk

-          Availability of information

-          The winner’s curse

-          Overconfidence

-          The law of small numbers

-          Self-serving biases

-          Endowment effect

-          Ignoring other’s cognitions

-          Reactive devaluation

Negotiators have to know the role of mood and emotion based on three characteristics: specificity, intensity, and duration. Emotions play important roles at various stages of negotiation interaction.

In conclusion, you have taken a multifaceted look at the role of perception, cognition, and emotion in negotiation.  Negotiations involve humans who not only deviate from rational judgments, but who inevitably experience and express emotions in circumstances where much is at stake.

Chapter 4: Negotiation: Strategy and Planning

The first step in developing and executing a negotiation strategy is to determine one’s goals. Effective preparation requires a thorough, thoughtful and clearly to approach goals.

Strategy is the pattern or plan that integrates an organization’s major targets, policies, and actions into a cohesive whole. You will learn about strategy versus tactics, Unilateral versus bilateral approaches to strategy and the dual concerns model as a vehicle for describing negotiation strategies.

Understanding the flow of negotiations: Stages and Phases, this confirmed that negotiation like communication in problem-solving groups and proceeds through distinct phases or stages. There are seven steps to learn about ideal negotiation process: preparation, relationship building, information gathering, information using, bidding, closing the deal and implement the agreement.

Getting ready to implement the strategy: The planning process: Effective planning requires hard work on this processes: defining the issue, assembling issues and defining the bargaining mix, defining interests, defining resistance points, defining alternatives, defining one’s own objectives and opening bid, assessing constituents, analyzing the other party, planning the issue presentation and defining protocol.

In conclusion, this chapter you will learn that planning is a critically important activity and negotiators have to design road map to agreement and negotiators will know how to proceed outcome.

Chapter 3: Strategy and Tactics of Integrative Negotiation

Integrative Negotiation various known as cooperative, collaborative, win-win, mutual gains, or problem solving. If one side achieves its goal, the other is not precluded from achieving its goals as well. The fundamental structure of an integrative negotiation is such that it allows both sides to achieve their objectives.

This chapter you will know how to create a free flow of information, key steps in the integrative negotiation process, identify and define the problem, identify interests and needs, generate alternative solutions, evaluate and select alternatives and factors that facilitate successful integrative negotiation.

Integrative negotiation is the process of defining goals and engaging in a process that permit both parties to maximize their objectives. Successful integrative requires several processes. First, the parties must create free flow of information and open an exchange of ideas. Second, they must understand each other’s true needs and objectives. Third, they must focus on their similarities, emphasizing their commonalities. Finally, they must engage in a search for solution that meets the goals of both sides.

In Conclusion, integrative negotiation is not easy. Negotiators learn to identified seven fundamental preconditions for successful integrative negotiation: some form of shared or common goals, faith in one’s ability to solve problems, a belief in the validity and importance of the other’s position, the motivation and commitment, trust in the opposing negotiators, the ability to accurately exchange information, and understanding of dynamics of integrative negotiation.

Chapter 3: The Language of Leaders

The goals of this chapter is to help you create a positive ethos through the effective use of language – the use of the right words in the right way through the right communication channel to achieve the outcome you intend.

Leaders want their audiences to perceive a positive ethos in their tone, to see them as confident, and to trust and believe them. This chapter shows how you can achieve a positive ethos through your writing and speaking style, which your audience perceives as your tone.

For transformational leaders, it is crucial to know how best to use language for positive impact and to avoid a style that creates any negative responses in their audiences.

Finally, in this chapter you should realize how your ear detects tone in writing and speaking without your even being aware of doing it. You should read what you have to written out loud and practice a presentation aloud or record what you plan to deliver and play it back to yourself. The more you can anticipate the audience’s response and hear how you sound to others. Being aware of your style and tone move one steps closer to developing leadership style and a positive ethos.

Chapter 2: Strategy and Tactics of Distributive Bargaining

In a distributive bargaining situation, It is also called competitive or win-lose, bargaining. The goals of one party are usually in fundamental and direct conflict with the goals of the other party. This chapter you will learn reason of distributive bargaining, role of alternatives to a negotiated agreement, fundamental strategies, tactical tasks, position taken during negotiation, commitment, and closing the deal.

Distributive strategies and tactics is important and useful, but negotiators need to recognize that these tactics can also be counterproductive, costly and may not work but it useful when negotiators want to maximize the value obtained in a single deal, when the relationship with the other party is not important.

This chapter intended to help negotiators to understand the dynamics of distributive bargaining and theory obtain a better deal. This negotiations attempts to resolve a conflict without force, without fighting.

Finally, negotiators understanding of these strategies and tactics will help negotiators at the claiming value stage of any negotiation.

Chapter 2: Leadership Communication Purpose, Strategy, and Structure

In this chapter you will learn that Strategy consists of two actions: 1. Determining the purpose, goals, or vision of what we want to achieve. 2. Developing how best to achieve the purpose, goals, or visions. And you will learn to apply communication strategy to achieve your communication goals. Effecting leadership communication depends on your thinking and planning strategically, understanding your audience, and structuring your communication for different situations.

In professional communication, we have four goals: to inform, to persuade, to instruct, and to engage. In this chapter you will learn how to generating ideas by brainstorming, Idea mapping, the journalist’s questions: Who? What? When? Where? Why? How? , and the decision tree.

Strategy framework, we need to consider each of the components in the framework: the purpose, messages, media/forum, timing, and communicator. We may have one overall purpose or many, depending on the complexity of the communication situation. Our overall purpose and overarching message should be consistent from group to group.

Analyzing audience is fundamental to any communication strategy. There are four approaches to analyzing an audience are by expertise, by decision-making style, by medium, and by organizational context.

This chapter has focused on clarifying messages and developing a communication strategy, both essential skills for anyone wanting to master leadership communication. And the general rule for professional communication is our purpose for writing or speaking usually comes first.

Chapter 1: The Nature of Negotiation

This chapter shows about Negotiation is a process by two or more parties attempt to resolve opposing interests. There is a conflict of needs and desires between two or more parties and negotiate by choice! Expect a give and take. You will learn to negotiate rather than to fight.

Interdependence is one of the key characteristics of negotiation situation. When the parties depend on each other to achieve their own preferred outcome they are interdependence.

Mutual Adjustment is important to recognize that negotiation is a process that transforms over time, and it is one of the key causes of the changes that occur during a negotiation.

Value Claiming and Value Creation Negotiators usually employ win-lose strategies and tactics called distributive bargaining and the purpose of negotiation is to claim value. In contrast we will learn another situation of negotiators that should employ win-win strategies and tactics called integrative negotiation and the purpose of negotiation is to create value.

Conflict may be defined as a “sharp disagreement or opposition, as of interests, ideas, etc.” Conflict can occur when the two parties are working toward the same goal and want the same outcome or when both parties want very different outcomes. This chapter you will learn about level of conflicts, functions and dysfunctions of conflict and effective conflict management.

In Conclusion, Good Negotiators create and claim value and they must know how to managing conflict and solving the problem.

Chapter 1: What is Leadership Communication?

Leadership Communication is devoted to helping individuals develop as transformational leaders by mastering the most important capability they need, the ability to communicate effectively.

Communication is the transmission of meaning from one person to another or to many people. There would be sender, receiver and message.

Leadership Communication is the controlled, purposeful transfer of meaning by which individual influence a single person, a group, an organization, or a community by using the full range of their communication and creates and deliver messages that guide, direct, motivate, or inspire others to action.

To be a leader, we need to master the skills at the core. The corporate communication skills need to interact successfully with internal audiences and external stakeholders. Communication strategy is including core communication skills, organizational communication skills and corporate communication skills.

Projecting a positive leadership ethos, Ethos refers to qualities of greater depth and substance. It ties more directly to our character. A positive ethos will take leaders a long way towards influencing their audience with their intended message. In contrast a negative ethos is one of the greatest barriers to effective communication. Successful leadership communication depends on projecting a positive ethos.

The importance of understanding our audience cannot be overemphasized. Combine power and trust and encourage the audience to trust us and believe our message.

Letter of Introduction

Dear, Dr. Ripple

My name is Karnpitcha Ratchadejpaiboon. My nickname is yim it means smile in thai word. I'm from Thailand. I've been here for two years and five months walking and eating around San Francisco. I like listen to pop and hip-hop music, eat some junk food, dance like tornado. I graduated BBA. from Huachiew Chalermprakiat University and my major is marketing. I have one older sister and one older brother i'm a youngest in family. I live here with my brother. I decided to study here because my brother was graduate from Lincoln University and he recommend me to study here. My brother and i planned to go back to our country and open own business after i graduate MBA.

My ability is can speak and listen some chinese language because my mother speak chinese language with my father. I like to live here in San Francisco. The weather, food and people are so nice but the best place in my life is my home in Thailand i miss my family so much. I don't have any experience from work because after i graduated from university i have to come here for take care of my brother and study in language school. I've been study in Language school for year years my english skill improved but i'm so shy to speak or talk with native person this is my weakness point. I hope that Lincoln University will change me to be new person not afraid english anymore.

In conclusion, now i'm taking MBA first semester at Lincoln University. I think this is important degree so i'll try my best to study hard to get a good grade, experience and memory. I'll use every minute to create some good idea for my future business that i'll open in Thailand.

Yours sincerely,
Karnpitcha Ratchadejpaiboon