Negotiation/Conflict Resolution V PowerPoint

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NegotiationUnitVChapter7Presentation.pdf

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NEGOTIATION SEVENTH EDITION

• ROY J. LEWICKI • DAVID M. SAUNDERS • BRUCE BARRY

Chapter 7

COMMUNICATION

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COMMUNICATION IN NEGOTIATION

Communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts.

• Negotiation is a process of interaction • Negotiation is a context for communication subtleties that influence processes and outcomes

BASIC MODELS OF COMMUNICATION

Communication is an activity that occurs between two people: a sender and a receiver

• A sender has a meaning in mind and encodes this meaning into a message that is transmitted to a receiver

• A receiver provides information about how the message was received and by becoming a sender and responding to, building on, or rebutting the original message (processes referred to as “feedback”)

DISTORTION IN COMMUNICATION 1. Senders and receivers (individual communicators)  The more diverse their goals or the more antagonistic they are in their relationship, the greater the likelihood that distortions and errors in communication will occur

2. Messages  The symbolic forms by which information is communicated  The more we use symbolic communication, the more likely the symbols may not accurately communicate the meaning we intend

DISTORTION IN COMMUNICATION 3. Encoding  The process by which messages are put into symbolic form  Senders are likely to encode messages in a form which receivers may not prefer

4. Channels and media  The conduits by which messages are carried from one party to another  Messages are subject to distortion from channel noise or various forms of interference

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DISTORTION IN COMMUNICATION 5. Reception  The process of comprehension by receiving messages and decoding them into an understandable form  It might not be possible to capture fully the other’s meaning, tone or words

6. Interpretation  Process of ascertaining the meaning and significance of decoded messages for the situation to go forward  An important way to avoid problems is by giving the other party feedback

DISTORTION IN COMMUNICATION 7. Feedback  The process by which the receiver reacts to the sender’s message  Can be used strategically to induce concessions, changes in strategy, or alter assessments of process and outcomes  Absence of feedback can contribute to significant distortions by influencing the offers negotiators make

WHAT IS COMMUNICATED DURING NEGOTIATION?

• Offers, counteroffers, and motives • Information about alternatives • Information about outcomes • Social accounts  Explanations of mitigating circumstances  Explanations of exonerating circumstances  Reframing explanations

• Communication about process

COMMUNICATION IN NEGOTIATION: THREE KEY QUESTIONS

• Are negotiators consistent or adaptive?  Many negotiators prefer sticking with the familiar rather than venturing into improvisation

• Does it matter what is said early in the process?  What negotiators do in the first half of the process has a significant impact on their ability to generate integrative solutions with high joint gains

• Is more information always better?  The effect of exchanging information depends on the type of issues being discussed and the motivation to use the information

HOW PEOPLE COMMUNICATE IN NEGOTIATION

• Use of language  Logical level (proposals, offers)  Pragmatic level (semantics, syntax, style)

• Use of nonverbal communication  Making eye contact  Adjusting body position  Nonverbally encouraging or discouraging what the other says

HOW PEOPLE COMMUNICATE IN NEGOTIATION

• Selection of a communication channel  Communication is experienced differently when it occurs through different channels  People negotiate through a variety of communication media – by phone, in writing and increasingly through electronic channels or virtual negotiations  Social bandwith distinguishes one communication channel from another. the ability of a channel to carry and convey subtle social cues from sender to receiver

FOUR BIASES THAT THREATEN E‐MAIL NEGOTIATIONS

1. Temporal synchrony bias  Tendency for negotiators to behave as if they are

in a synchronous situation when they are not 2. Burned bridge bias  Tendency to do risky things during e‐mail that

would not be used in a face‐to‐face encounter 3. Squeaky wheel bias  Tendency to use a negative emotional style

4. Sinister attribution bias  Overlooking the role of situational factors

HOW TO IMPROVE COMMUNICATION IN NEGOTIATION

• Use of questions: two basic categories  Manageable questions cause attention or prepare the other person’s thinking for further questions: • “May I ask you a question?”

getting information • “How much will this cost?”

generating thoughts • “Do you have any suggestions for improving this?”

HOW TO IMPROVE COMMUNICATION IN NEGOTIATION

• Use of questions: two basic categories  Unmanageable questions cause difficulty

• “Where did you get that dumb idea?” give information

• “Didn’t you know we couldn’t afford this?”  bring the discussion to a false conclusion

• “Don’t you think we have talked about this enough?”

HOW TO IMPROVE COMMUNICATION IN NEGOTIATION

• Listening: three major forms 1. Passive listening: Receiving the message while providing no feedback to the sender

2. Acknowledgment: Receivers nod their heads, maintain eye contact, or interject responses

3.Active listening: Receivers restate or paraphrase the sender’s message in their own language

HOW TO IMPROVE COMMUNICATION IN NEGOTIATION

• Role reversal  Negotiators understand the other party’s positions by actively arguing these positions until the other party is convinced that he or she is understood

 Impact and success of the role‐reversal technique 1. Effective in producing cognitive changes and attitude

changes 2. When the positions are compatible, likely to produce

acceptable results; when the positions are incompatible, may inhibit positive change

3. Not necessarily effective overall as a means of inducing agreement between parties

SPECIAL COMMUNICATION CONSIDERATIONS AT THE CLOSE OF

NEGOTIATIONS • Avoiding fatal mistakes  Keeping track of what you expect to happen  Systematically guarding yourself against self‐serving expectations  Reviewing the lessons from feedback for similar decisions in the future

• Achieving closure  Avoid surrendering important information needlessly  Refrain from making “dumb remarks”