Negotiation relationships
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Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill).
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Negotiation relationships
- 1. Relationships in Negotiation LDR 655 Wallace Siena Heights University (Lewicki, Saunders & Barry. 2011)
- 2. Within Relationships Transactional research: • Time • Learning & interdependence • Simple distributive resolution impacts future work (Lewicki, Saunders & Barry. 2011)
- 3. Within Relationships • Distributive issues may be emotional • Endless negotiation – Defer difficulty over a good start – Impossibilities? – Unresolved? • Focal problem? • Relationship preservation (Lewicki, Saunders & Barry. 2011)
- 4. Communal Relationships • Cooperative and empathetic • Higher quality agreements • Better decision making and motor tasks • Both party outcomes • Focus on working norms (Lewicki, Saunders & Barry. 2011)
- 5. Communal Relationships • More sharing - less coercion • Indirect communication and unique conflict structure • More compromise (Lewicki, Saunders & Barry. 2011)
- 6. Key Elements • Reputation • Trust • Justice (Lewicki, Saunders & Barry. 2011)
- 7. Reputation • Perceptually subjective • Multiple reputations • Past behavior • Individual accomplishments & characteristics • Time stamped • Negative repair? (Lewicki, Saunders & Barry. 2011)
- 8. Trust • What’s your definition? • Key factors: 1. Individual disposition 2. Situations 3. History (Lewicki, Saunders & Barry. 2011)
- 9. Recent Research • Initial high levels of trust • Cooperation • Individual motives • Different focuses • Shape party judgment (Lewicki, Saunders & Barry. 2011)
- 10. Recent Research Sharing Effectiveness Dialogue Outcomes (Lewicki, Saunders & Barry. 2011)
- 11. Recent Research • Favorable process • Face-to-face • Self-interest vs. representation (Lewicki, Saunders & Barry. 2011)
- 12. Justice • Distributive • Procedural • Interactional • Systemic (Lewicki, Saunders & Barry. 2011)
- 13. Repairing • Misunderstandings & self-analysis • Cause & action • Persuasion over coercion • Disrespect or acceptance & respect? • Balance emotion & reason (Lewicki, Saunders & Barry. 2011)
- 14. What Do You Need to Do? (Lewicki, Saunders & Barry. 2011)
Notas do Editor
- The Adequacy of Established Approaches to Research for Understanding Negotiation within RelationshipsCurrent negotiation theory is based on transactional research. Only recently have researchers begun to examine negotiations in a relationship context:Negotiating within relationships takes place over timeNegotiation is often not a way to discuss an issue, but a way to learn more about the other party and increase interdependenceResolution of simple distributive issues has implications for the futureKey Elements in Managing Negotiations within Relationships
- Distributive issues within relationships can be emotionally hotNegotiating within relationships may never endParties may defer negotiations over tough issues in order to start on the right footAttempting to anticipate the future and negotiate everything up front is often impossibleIssues on which parties truly disagree 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 issues to preserve or enhance the relationship
- Parties in a communal sharing relationship:Are more cooperative and empathetic Craft better quality agreements Perform better on both decision making and motor tasksFocus their attention on the other party’s outcomes as well as their ownFocus attention on the norms that develop about the way that they work together
- Are more likely to share information with the other and less likely to use coercive tactics Are more likely to use indirect communication about conflict issues, and develop a unique conflict structureMay be more likely to use compromise or problem solving strategies for resolving conflicts
- Perceptual and highly subjective in natureAn individual can have a number of different, even conflicting, reputationsShaped by past behaviorInfluenced by an individual’s personal characteristics and accomplishments.Develops over time; once developed, is hard to change. Negative reputations are difficult to “repair”
- “An individual’s belief in and willingness to act on the words, actions and decisions of another”Three things that contribute to trust Individual’s chronic disposition toward trust Situation factors History of the relationship between the parties
- Summary of findings about the relationships between trust and negotiation behavior:Many people approach a new relationship with an unknown other party with remarkably high levels of trustTrust tends to cue cooperative behaviorIndividual motives also shape trust and expectations of the other’s behaviorTrustors, and those trusted, may focus on different things as trust is being builtThe nature of the negotiation task can shape how parties judge the trust
- Greater expectations of trust between negotiators leads to greater information sharingGreater information sharing enhances effectiveness in achieving a good negotiation outcomeDistributive processes lead negotiators to see the negotiation dialogue, and critical events in the dialogue, as largely about the nature of the negotiation task.
- Trust increases the likelihood that negotiation will proceed on a favorable course over the life of a negotiationFace-to-face negotiation encourages greater trust development than negotiation onlineNegotiators who are representing other’s interests, rather than their own interests, tend to behave in a less trusting way
- Justice can take several forms: Distributive justice - The distribution of outcomesProcedural justice - The process of determining outcomesInteractional justice - How parties treat each other in one-to-one relationshipsSystemic justice - How organizations appear to treat groups of individuals
- Diagnostic steps in beginning to work on improving a relationship:What might be causing any present misunderstanding, and what can I do to understand it better?What might be causing a lack of trust, and what can I do to begin to repair trust that might have been broken?What might be causing one or both of us to get upset, and what can I do to balance emotion and reason?What might be causing one or both of us to feel coerced, and what can I do to put the focus on persuasion rather than coercion?What might be causing one or both of us to feel disrespected, and what can I do to demonstrate acceptance and respect?