Unit V PP Negotiate

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Negotiation

Section 02: Negotiation Subprocesses

Chapter 07: Communication

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Basic Models of Communication

Communication is an activity occurring between two people: a sender and a receiver.

Senders have a thought or meaning in mind.

Senders encode the meaning into a message to transmit to a receiver.

The message is transmitted through a channel or medium to receiver.

The receiver decodes and interprets it, gaining understanding.

In one-way communication, this process would be complete.

A two-way process cycles back and forth.

-way communication.

Figure 7.1: A Transactional Model of Communication Involving Two Parties

Jump to slide containing descriptive text.

Source: Adapted from Foulger info/research/unifiedModelOfCommunication.htm

Two-Party Exchange and Feedback

The receiver takes an active role in several ways.

The recipient receives and interprets the message both for content

The recipient then becomes a sender encoding a response.

Effective communicators pause to consider the best channel to use.

In negotiation, the feedback can take various forms:

A nonverbal gesture.

An expressed emotion.

A question asking for clarification.

A response, expansion, or rebuttal to the first message.

Distortion in Communication

Individual communicators each have goals.

Diverse goals or antagonism may lead to distortion or errors.

Messages are the symbolic forms used to communicate.

Symbolic-prone communication can distort meaning and intent.

Encoding is putting the message into symbolic form.

Affected by skill.

Channels or media are means of transmitting messages.

Verbal, nonverbal, symbolic?

Sent by which conduit?

Reception is the process of comprehension.

Language differences lead to distortions and errors.

Interpretation is gaining the meaning of decoded messages.

Everyone filters messages.

Avoiding Distortion - Feedback

An important way to avoid problems in communication is by giving the other party feedback.

Inform the sender the message was received, encoded, and ascribed with the meaning the sender intended.

Absence of feedback contributes to distortions.

In negotiation, feedback can distort communication by influencing their offers and evaluations of possible outcomes.

Negotiators should remember that feedback can be used strategically.

To induce concessions, change strategies, or alter assessments.

What is Communicated During Negotiation?

Offers, counteroffers, and motives.

Communication of offers is dynamic, interactive, and drives change.

Information about alternatives.

The existence of a BATNA changes several things in a negotiation.

Information about outcomes.

Be cautious about sharing outcomes or even positive reactions.

Social accounts or explanations to the other party.

Explains mitigating or exonerating circumstances, or reframing.

Communication about process.

This may be not just helpful, but critical when conflict intensifies.

What is Communicated Three Key Questions

Are negotiators consistent or adaptive?

Negotiators are more likely to be consistent in their communication patterns than to vary their approach.

Does it matter what is said early in the negotiation?

High-status negotiators did better when they had more speaking time during the first five minutes, but tone matters.

Only mixed evidence for a link of early communication to joint gains.

Is more information always better?

Too much information may lead to the information-is-weakness effect.

This may depend on the type of issues and types of information used.

How People Communicate Language

In negotiation, language operates at two levels.

The logical level for proposals or offers.

The pragmatic level semantics, syntax, and style.

Communication depends on encoding and decoding.

Idioms or colloquialisms may be a problem, also miscommunication between males and females or between cultures.

Choice of words signal a position, but also shape and predict the conversation that ensues.

Linguistic patterns early in the negotiation help define issues in ways that may help integrative possibilities later on.

Use of Nonverbal Communication

Some nonverbal acts, attending behaviors, are important.

Make eye contact.

This is a cue you are listening, but occasionally look away.

Use this when speaking, keeping verbal and nonverbal cues in synch.

Adjust body position.

Hold your body erect, lean forward, and face the person directly.

Nonverbally encourage or discourage what the other says.

A few simple gestures could encourage or discourage a speaker.

Nonverbal communication done well may achieve better outcomes.

Nonverbal communication can also be used in teleconferencing.

Selection of a Communication Channel

Communication is experienced differently through different channels face-to-face, telephone, and writing are traditional.

The use of network-mediated information is called virtual negotiation.

The choice of channel shapes perceptions and behavior norms.

The key variation between channels is social bandwidth.

The ability to carry and convey subtle cues beyond the literal message.

Email is a written communication with some distinctions.

People treat email as informal and send unpolished messages.

The lack of social cues lowers inhibition and may lead to flaming.

Communication Channels and Outcomes

Rapport is more likely in face-to-face channels.

Also disclosure of truthful information is more likely.

Written channels are more likely to end in impasse.

Face-to-face promotes cooperation but may also enhance toughness.

Email can mask or reduce power differences.

Reviewability is an asset but there are a couple of drawbacks.

E-negotiation gives an excuse from preparing properly.

Writing in e-negotiation is challenging leading to rapid closure.

E-Mail Negotiation and Medium Management

In e-negotiation, impasse is likely as party numbers increase.

Schmoozing on the phone prior to negotiations improves outcomes.

Medium management is using virtual channels effectively.

Reactive medium mangers are less successful than proactive.

- -

mediums.

different channels depending on cooperation and mindset.

Bias With Online Negotiations

Temporal synchrony bias.

Tendency to behave as if in a synchronous situation, when it is not.

Burned bridge bias.

Tendency to employ risky behavior, not used in face-to-face encounters.

Squeaky wheel bias.

Tendency to use negative emotional style to achieve goals.

Sinister attribution bias.

Occurs when behavior is attributed to personality flaws.

Creating a positive rapport can help combat these biases.

Improve Negotiation Communication Ask Questions

Questions clarify communication, eliminating noise and distortion good questions can secure information.

Questions can be sidestepped or answered untruthfully.

The other party may be unaware of their own bias and emotions.

Two categories of questions: manageable and unmanageable.

Manageable cause attention, get information, and generate thoughts.

Unmanageable cause difficulty, give information, and bring discussion to a false conclusion.

Use questions to manage difficult or stalled negotiations.

Improve Negotiation Communication Listening

Passive listening.

You receive the message but provide no feedback.

Acknowledgement.

You acknowledge the message with a nod, eye contact, or interjection.

Active listening.

Elements in reflective responding, a critical part of active listening.

An emphasis on listening and responding to personal points.

Active listening is a skill.

Improve Negotiation Communication Role Reversal

Arguing consistently for one position can impede recognition of possible compatibility between the positions.

Active listening is a passive process but role-reversal allows a more

There are two implications for negotiators.

The party attempting the role reversal may be lead to converge positions between the two parties.

This is more likely when positions are compatible, but may sharpen perception when positions are incompatible.

Communication Considerations at the Close of Negotiations

Avoid fatal mistakes.

Know when to shut up to avoid hurting an agreement.

Beware of nit-picking or second guessing by reviewers.

Reduce the agreement to written form.

Achieving closure.

A decision to close is divided into four key elements: framing, gathering intelligence, coming to conclusions, and learning from feedback.

Keep track of what you expect to happen, guard against self-serving expectations, and review lessons your feedback provides.

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End of Chapter 07.