Reflective logs

Negotiation: technique that people use to resolve their differences. A social process by which interdependent people with conflicting interests determine how they are going to allocate resources or work together in the future to achieve their desired outcomes

Key negotiating temperaments:

· Two Jungian preferences are key to negotiation temperament:

a) sensing/Intuiting—manner of taking in information.

b) judging/Perceiving—way of interacting with the world.

Four principle negotiating temperaments:

· Harmonizer (the pacifier) - intuitor/ preceiver

· Controller (the bull) - intuitor/judger

· Pragmatist (the streetfighter) - sensor/judger

· Action seeker (The high roller) - sensor/preceiver

Deceptive tactics:

· Extreme positions

· Reluctance

· Bullying

· Threats

· Anger

Defenses:

· Assertiveness

· Self-esteem

· Self-control

· Preperation

Preparing argument to persuade:

· Aces

· Creek

· When persuasion is unlikely:

a) Terminate negotiations and select a non-negotiated alternative

b) Diplomacy

Common mistakes in negotiating:

· making assumptions

· Overestimating or underestimating

· Too optimistic or pessimistic goals without factual data

· Letting counterparts know your time deadline

· Accepting the very first offer

· Focusing on what the other party gets

· Not saying no in an acceptable manner

Negotiating successfully:

· Interest

· Options

· Standards

· People

· Alternatives

· Closure

Indication of successful negotiation:

· Both sides feel successful.

· Both sides are able to and intend to honor the agreement.

· In cases where no agreement was reached, both sides feel that the failure was the result of issues, sides feel that the failure was the result of issues and not the unreasonableness of or tactics used by the other party.

· No party bears personal animosity toward another party.

· No party fears any negative repercussion from the others.

· Each side is amenable to dealing with the other in the future.

Post negotiation evaluation:

· If no agreement was reached was the decision to terminate appropriate?

· Did you effectively adapt to new information?

· Do you have an option that is better than what you left on the table?

· Did negotiations terminate due to substantive impasse?

· did negotiations terminate due to personality or communication difficulties?

· Were you adequately prepared?

· Did you use tactics that were comfortable for you?

· Did the tactics work well for you?

· Did you react appropriately to tactics used by your counterparts?

· What time of power did you use?

· Did you react appropriately to power used by your counterparts?

Negotiating terminology:

· Approach–general view and attitude.

· Style–manner of interaction: avoid compete, compromise, collaborate.

· Strategy–overall plan including choice to avoid, manage, or resolve, style, and tactics.

· Counterpart–the best term for reference to other parties in the negotiation.

· Tactics–actions or moves.

· Gambit–a term borrowed from chess to refer to a move or a tactic.

· Technique–the combination of tactics used.