Chapter 9: Relationships in Negotiation

In this chapter you will learn about one major way that context affects negotiation is that people act within a relationship, and these relationships have a past, present, and future. Negotiators focus on the way these past and future relationships impact present negotiations.

Here are several ways that an existing relationship context changes negotiation dynamics:

-          Negotiating within relationships take place over time.

-          Negotiation is often not a way to discuss an issue, but a way to learn more about the other party and increase interdependence.

-          Resolution of simple distributive issues has implications for the future.

-          Distributive issues within relationship negotiations can be emotionally hot.

-          Negotiating within relationships may never end.

-          In many negotiations, the other person is the focal problem.

-          In some negotiations, relationship preservation is the overarching negotiation goal, and parties may make concessions on substantive issue to preserve or enhance the relationship.

Key Elements in Managing Negotiations within Relationships: Reputation, Trust, and Justice are three elements that become more critical and pronounced when they occur within a negotiation.
1. Reputation is a perceptual identity, reflective of the combination of salient personal characteristics and accomplishments, demonstrated behavior and intended images preserved over time, as observed directly and/or as reported from secondary sources.

2. Trust Danial McAllister defined the word trust as an individual’s belief in and willingness to act on the words, actions and decisions of another.

3. Justice Individuals in organizations often debate whether their pay is fair, whether they are being fairly treated, or whether the organization might be treating some group of people in an unfair manner.

This chapter we evaluated the status of previous negotiation research – which has focused almost exclusively on market-exchange relationships – and evaluated its status for different types of relationship, particularly communal-sharing and authority-ranking relationships.

Chapter 8: Ethics in Negotiation

In this chapter, we explore the question of whether there are, or should be, accepted ethical standards for behavior in negotiations. We identify the major ethical dimensions raised in negotiations, describe how people tend to think about these ethical choices, and provide a framework for making informed ethical decisions.

Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards.

Applying Ethical Reasoning to Negotiation: The first may be called “End-Result Ethics”, the second is an example of what may be called “Duty Ethics”, the third represents a form of “Social Contract Ethics” Finally, the fourth may be called “Personalistic Ethics”

What Ethically Ambiguous Tactics Are there? Researchers have been working to identify the nature of these tactics, and their underlying structure almost 20 years. They have extensively explored the nature and conceptual organization of ethically ambiguous negotiating tactics.

How Can Negotiators Deal with the other Party’s Use of Deception? People lie – quiet frequently, Here are some options: Ask probing questions, Phrase questions in different ways, Force the other party to lie or back off, Teat the other party, Call the tactic, Ignore the tactic, Discuss what you see and offer to help the other party shift to more honest behaviors, and Respond in kind.

In Conclusion, Negotiators frequently overlook the fact that, although unethical or expedient tactics may get them what they want in the short run, these same tactics typically lead to tarnished reputations and diminished effectiveness in the long run.

Chapter 7: Emotional Intelligence and Interpersonal Skills for Leaders

In this chapter, leaders need strong emotional intelligence and outstanding interpersonal skills. Emotional intelligence also called emotional quotient or EQ. Without emotional intelligence, leaders cannot communicate and connect with others effectively. Our successful interactions with others depend on communication: The basis of any relationship is communication. Without communication – be it sign language, body language, e-mail, or face-to-face conversation.

Appreciating the value of emotional intelligence: The leaders reveal emotional intelligence through their communication ability and style.

Increasing our own self awareness: The first step toward emotional intelligence is self-awareness. What is important to realize is that we can develop our emotional intelligence and improve our leadership communication ability and need to understand strengths and weaknesses first.

Improving nonverbal skills: Nonverbal expressions are usually categorized into one of the following groups: Appearance, Paralanguage, Kinesics, Occulesics, Proxemics, Facial expressions, Olfactics, and Chronomics. The meaning of nonverbal communication involving body language differs substantially from culture to culture.

Improving listening skills: Good listening skills are essential, and the lack of them hinders many people’s careers. Most do not realize that good listening is hard work.

This chapter provides 10 ways to improve listening habits:

-          Stop talking.

-          Stop thinking what you are going to say.

-          Avoid multitasking.

-          Try to empathize with the speaker.

-          Don’t interrupt.

-          Focus on the speaker closely.

-          Do not let appearance distract.

-          Listen for ideas.

-          Listen with an open mind.

-          Pay attention to nonverbal cues.

Motivating and Mentoring: Leaders need to be particularly sensitive to the feelings of others and able to establish ways to motivate and guide them that work with our personality and with theirs.

Networking: Today it is a necessary part of doing business in all professional. All professional work long hours and find breaking away a challenge, but making the time to network offers learning opportunities and help us build the relationships that may be essential to advance in many career areas.

Chapter 6: Graphics and PowerPoint with a Leadership Edge

Graphics will contribute to the success of oral and written communications. This chapter will focus on when and how to use graphics effectively, provide some basic guidelines for designing effective graphics, and deliver some guidance on designing and presenting PowerPoint slides.

Recognizing when to use graphics: Graphics should never be gratuitous; they should always be purposeful. They are not meant to replace the speaker.

Leaders focus specially on the content and design principles that should follow whenever creating data or text chart for leadership presentation: Conveying messages clearly, Selecting the most effective colors and fonts

Selecting the most effective graphic format for data charts: Pie, Bar or Column, Line, Stacked bar, Histogram, and Scatter plot.

Creating meaningful and effective text layouts: Do not put too many word on the slides, Do not have any one bullet as a category, Use hanging indents more than one line, Avoid widow words, Keep text simple but meaningful, and Make sure all bulleted items are parallel in structure.

Making the most of PowerPoint  as a design and presentation tool:  The primary focus is on effective slide design in PowerPoint with the goal of making slides look better so they communicate the content more effectively and provide the presenter leadership edge.

Finally, The leaders should make graphics and PowerPoint work not against, using to support message and PowerPoint as the tool to intended to be.

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.