The essentials of negotiation

1. CONFLICT Potencial consequence of interdependent relationships. “sharp disagreement or opposition, as of interest, ideas, etc” and includes “the perceived divergence of interest, or a belief that the parties current aspirations cannot be achieved simultaneously”

1.1. LEVELS OF CONFLICT

1.1.1. 0. Interpersonal or intrapsychic conflict

1.1.2. 0. Interpersonal conflict

1.1.3. 0. Intragroup conflict

1.1.4. 0. Intergroup conflict

2. FUNCTIONS ANS DYSFUNCTIONS OF CONFLICT 0. Competitive, win-lose goals 0. Misperception and bias 0. Emotionally 0. Decreased communication 0. Blurred issues 0. Rigid commitments 0. Magnified differences, minimized similarities 0. Escalation of the conflict

3. EFFECTIVE CONFLICT MANAGEMENT  0.Contending(competing or dominating) 0. Yielding (accommodating or obliging): 0. Inaction (avoiding): 0. Problem solving 0. Compromising:

4. Dilemma of honesty: concerns how much of the truth o tell the other party

5. Value is often Created by exploiting common interest, differences can also serve as the basis for creating value.

6. NEGOTIATION: is not a process reserved only for skilled peple; its something everybody does

6.1. it happens when:

6.1.1. to create something new

6.1.2. you have to share or divided a resource

6.1.3. to resolve a problem

7. People fail to negotiate because they dont recognize they are in a negotiation situation

8. Bargaining: describes the competitive, win-lose situation

9. When the parties depend on each other to achieve their own prefered outcome they are INTERDEPENDENT

10. Mutual adjustment: when the two parties are willing to put in the work to come to a mutual conclusion wich benefits both.

11. Dilema of trust: how much should negotiatiors believe what the other party tells them

12. Nogotiators

12.1. 1. Negotiators must be able to recognize situations that requiere more of one approach than the other.

12.2. 2. Negotiators must be versatile in their comfort and use of Borge major strategic approaches.

12.3. 3. Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are.

12.4. The key differences among negotiators include these: 1. Differences in interests 2. Differences in judgments about the future 3. Differences in risk tolerance 4. Differences in time preference