154. Los agentes persiguen para poseer resultados fuertemente, demuestran a poco la preocupación por el otro partido que obtiene sus resultados deseados.
156. Los agentes demuestran poco interés adentro si logran para poseer resultados, están absolutamente interesados adentro si el otro partido logra sus resultados.
160. Los agentes demuestran que la alta preocupación en la obtención posee resultados, así como la alta preocupación por el otro partido que obtiene sus resultados.
169. Discussion: Fisher Questions What are 2 standard negotiating strategies? According to Fisher, what is a wise agreement List 3 reasons and explain them why the author rejects arguing over positions as a way to negotiate. How can the human element help or harm negotiations? How will perception of the other side help in negotiations? How can your own perceptions influence negotiations? Why should you give your interests and reasoning first and your conclusions and proposals later?
170.
171. Presenting facts and data in logically sound ways in order to persuade someone to change belief or behavior.
187. El modelo dual de laspreocupaciones 05/09/08 33 Problem Solving Colaborador Accommodating Adaptarse Preocupación por otra Poco Mucho Compromising Compromiso Contending Competetivo Inaction/Avoid Evitar Poco Mucho Preocupación por yo mismo
207. “Face restoration” is the facework strategy used to stake out a unique place in life, preserve autonomy, and defend against loss of personal freedom (individualism).
208. “Cara que da" es la estrategia del facework usada para defender y para apoyar la necesidad de otra persona de la inclusión (collectivism).
209. “Cara de la restauración" es la estrategia del facework usada para estacar fuera de un lugar único en vida, para preservar la autonomía, y para defenderla contra pérdida de libertad personal (individualismo).05/09/08 36
211. Negotiation Role Play Ronaldo wants to start a nightclub in an old warehouse near the edge of a residential area with several apartment buildings. Ronaldo has purchased the property and has all of the necessary permits to begin construction on his nightclub. The representative of the residents of the apartments is concerned that a nightclub will play loud music and the patrons of the nightclub might drink too much and become a nuisance in the neighborhood. Ronaldo arranges a meeting with the representative of the residents of the apartments to negotiate terms of an agreement so that he can build his nightclub without causing problems with the residents. Role 1: Ronaldo Role 2 Alfonso (Representative of Apartment)
213. Perception Subjective. Always check your views, opinions and analysis of your position One’s view of fairness. (Barry Bond’s homerun). Be very careful of your client's (and your own) perception of fairness. Frames
214. Bias Perception: Fixed Pie the erroneous belief that the other party’s interests are directly opposed to one’s own interests when, in fact, they are often not completely opposed.
215. Bias Perception: Thompson and Hastie Explored the consequences for outcomes. They measured individual fixed-pie perceptions after just five minutes of negotiation They found fixed pie predicted individual and joint negotiation payoffs such that fixed-pie perceptions were associated with lower individual and joint profits. Negotiators with strong fixed-pie perceptions failed to identify interests that could be profitably logrolled or that were completely compatible.
216. Bias Perception: Why does this occur? Biased information search (negotiators’ faulty search for necessary information) Biased information processing (negotiators’ faulty processing of available information).
217. Bias Perception: Extremism Partisan perceivers believe that their own perceptions map onto objective reality. When they realize that the other side’s views differ from their own, they first attempt to “straighten out” the other side; when this does not work, they regard the other side as extremist. partisan perceivers tend to view the other side as having interests that are more opposed to their own than is actually the case.
218. Bias Perception: Problems with Extremism Exacerbates conflict Partisan perceivers ascribe more negative traits to their negotiating partner even when partisanship has been randomly assigned right before the negotiation Reduces the likelihood of reaching comprehensive integrative agreements during face-to-face negotiations
219. Bias Perception: Reactive Devaluation Bias Negotiators discount or dismiss concessions made by the other party merely as a function of who is offering them
220. Bias Perception: Stillinger, Epelbaum, Kelter, and Ross (1990) Experiment Participants negotiated with a confederate over the policy of their university regarding a political issue. Constant The antagonism of the negotiating confederate was held constant. During the negotiation, the confederate for a time adopted a stubborn position. Concession In two experimental conditions, however, the confederate ultimately made a concession; in the third (control) condition, no concession at all was made. Rating Subsequently, participants rated the attractiveness and significance of a number of different proposals, including the ones that had been offered in their negotiation session. Results Non-offered concessions were rated as more attractive and significant than offered concessions: The very fact that their counterpart offered them a concession diminished its value in the eyes of the participants.
221. Bias Perception: Fundamental Attribution Error People tend to view their own behavior as largely determined by the situation BUT B. regard other’s behavior as driven by chronic dispositions Larrick and Su (1999) Demonstrated this bias operated in negotiation. Negotiators erroneously attributed tough bargaining behaviors to difficult personalities rather than to situational factors. Fundamental attribution error often results from lack of sufficient information about the opponent’s situation.
222. Bias Perception: Coercion Bias People erroneously believe that A. coercive tactics will be effective in generating concessions when dealing with opponents BUT B. believe that these same tactics, when applied to the self, will have the opposite effect—that is, to increase their resolve not to concede. Rothbart and Hallmark (1988) in-group and outgroup members differed in the judged efficacy of coercion and conciliation as social influence strategies. Out-group members perceived coercion as more effective than conciliation when applied to others, In-group members perceived coercion as less effective than conciliation when applied to their own social or categorical group members.
223. Perceptions: Framing Framing: constructing and representing interpretations. Defining key issues and key problems. Perspective. Separates issue from other ideas. Aggregate and process information. Language we choose engage. notion of what we are doing: discussion, argument, fight Frames persist as long as they are useful. When people hold to their frames, conflict can occur. Frames can be transformative. Change frame, change conversation. Frames can be shifted.
240. Perceptions: Three Views of Frames Categories of experience Interests, rights, power Process of issue development
241. Language Ohio negotiation. Environmentalist. Developers. Environmentalists. Called polluters developers. Conflict. Result of nonverbal looks and glances. Polarizing language.
242. Trust/Distrust Frame Trust distrust different frames. Main role of negotiator / mediator. Decide which you are doing: Building trust. Managing distrust. Marcos de la desconfianza de la confianza diversos. Posicion principal del negociador/del mediador. Decida cuál usted está haciendo: Confianza del edificio. Desconfianza de manejo.
243. Trust/Distrust Frame Trust Frame. Little step by step process. Reliability. Competence. Distrust Frame. Apologies. Reparation. Say vs Do. Marco de la confianza. Marcos de la desconfianza de la confianza diversos. Papel principal del negociador. Poco proceso paso a paso. Confiabilidad. Capacidad. Marco de la desconfianza. Apologías. Reparación. Diga contra hacen.
244. Managing Trust Creating positive expectations. Confident expectations about the other. Shape them by: Language. Clear exceptions. Manage expectation. Crear expectativas positivas. Expectativas confidentes sobre la otra. Fórmelas cerca: Lengua. Excepciones claras. Maneje la expectativa.
245. Managing distrust Tools. Boarders. Boundaries. Processes. Not trust building. Manages downside risk. Distrust binding. Prenuptial agreement. Herramientas. Huéspedes. Límites. Procesos. No edificio de la confianza. Maneja riesgo de baja. Atascamiento de la desconfianza. Acuerdo Prenuptial.
246. Frames as Categories of Experience 1 Substantive. What the conflict is about. 2 Outcome. The predispositions the parties have to achieving a specific result. 3 Aspiration. Predispositions the parties have towards satisfying a broader set of interests. 4 Conflict Management Process. How the parties will go about resolving their dispute. Substantivo. Sobre cuál el conflicto está. Resultado Las predisposiciones los partidos tienen que alcanzando un resultado específico. Aspiración. Predisposiciones que los partidos tienen hacia la satisfacción de un sistema más amplio de intereses. Proceso de la gerencia del conflicto. Cómo los partidos irán alrededor a resolver su conflicto.
247. Frames as Categories of Experience (cont.) 5 Identity. How the parties define “who they are”. 6 Characterization How one party defines the other party. 7 Loss-gain. How the parties view the risks of particular outcomes. 5. Identidad. Cómo los partidos definen “quién son”. 6. Caracterización Cómo un partido define el otro partido. Pérder-gane. Cómo los partidos ven los riesgos de resultados particulares.
248. Decision Trap: Frame Blindness Understanding Frames. Framing Traps. Boundaries. Reference Points . Yardsticks . Metaphors. Thinking/Cultural Frames. Dealing With Frames. Marcos de comprensión. Trampas que enmarcan. Límites. Puntos de referencia. Criterios. Metáforas. Pensamiento/marcos culturales. El ocuparse de los marcos.
249. Use of dialogue to reframe intractable conflicts Reduce tension and manage the de-escalation of hostility: techniques such as listening projects, study circles, and some forms of mediation. Perspective taking: techniques such as acknowledging critical identities, imaging of identities Reduzca la tensión y maneje el decapado de la hostilidad: técnicas tales como proyectos que escuchan, círculos de estudio, y algunas formas de mediación. Tomar de la perspectiva: técnicas tales como reconocimiento de las identidades críticas, proyección de imagen de identidades
250. Use of dialogue to reframe intractable conflicts Establish a common ground as a basis for agreement: techniques such as search for common ground and visioning/search processes enable reframing around a smaller set of issues. and characterizations, narrative forums, and listening circles allow disputants to understand the conflict and its dynamics. Enhance the desirability of options and alternatives: Several approaches exist that may enhance the desirability of alternative options when presented to parties with divergent frames. Establezca un terreno común como base para el acuerdo: las técnicas tales como búsqueda para los procesos del terreno común y el visioning/de la búsqueda permiten reframing alrededor de un sistema más pequeño de ediciones. y las caracterizaciones, los foros narrativos, y los círculos que escuchan permiten que los disputants entiendan el conflicto y su dinámica. Realce la deseabilidad de opciones y de alternativas: Varios acercamientos existen que pueden realzar la deseabilidad de opciones alternativas cuando están presentados a los partidos con los marcos divergentes.
252. Escalation Discovery makes us overconfident. We want to get more certainty. Negotiator wants all the info (legal:depos) before theycan decide We spend too much money on finding information (legal: discovery) It increases “loss aversion”. Try to settle early.