1. Article: Effects of Intracultural vs Intercultural Negotiations (Yang)
1.1. american participants more likely to use ethically questionable tactics in intercultural negotiations with chinese opponents
1.2. Chinese more likely to use ethically questionable tactics on intracultural but NOT intercultural negotiations with Americans
1.2.1. Dignity based culture (West) = integrative
1.2.1.1. Honor based cultures = distributive
1.3. Ethically Questionable Tactics: false promises, inapproproate info gathering etc
1.3.1. Chinese participants - these tactics are seen as more accepetable than in the West
2. Article: 4 Horsemen of Negotiation
2.1. power in negotiation
2.1.1. the more power, the more protection against counterpart's influence
2.2. 1. Alternatives (BATNA)
2.2.1. strong BATNA = less dependence, more advantage
2.3. 2. Information
2.3.1. info about opponent`s alternatives = advantage
2.4. 3. Status
2.4.1. high status = more trust, advbantages on demands being granted
2.5. 4. Social Capital
2.5.1. larger social network = power, increasing network leads to BATNA improvement
2.6. no BATNA is possible = sometimes agreement is reached without alternatives
3. Article: Getting to Si, Ja, Oui, Hai, and Da
3.1. 5 Rules of Thumb in Negotiation in different cultures
3.1.1. 1. adapt way of expressing disagreement - upgraders & downgraders
3.1.2. 2. Emotional Expression - some cultures are emotionally open while some are not
3.1.3. 3. Learning How Other Cultures Build Trust
3.1.3.1. cognitive trust vs affective trust
3.1.4. 4. Avoid Yes-No Questions - in some cultures yes means no, no means lets discuss further
3.1.5. 5. Careful about Writing - in some cultures written contracts mean no trust
4. Article: relational self-construal and decision making in interpersonal contexts
4.1. high relationals evaluated the outcome positively when their decision favored a close other.
4.2. relation to integrative vs distributive strategies
4.3. zero sum outcomes: one person benefits and the other does not, relational people give less regard to zerosum
5. Article: Trust Development in Negotiation
5.1. understand how negotiators' trust propensity and negotiation behaviors affect the development of trust in negotiation
6. !Article: Best Practices in Negotiation (Lewicki)
6.1. distributive bargaining: party gains if opposition loses
6.2. integrative bargaining: win-win strategy, mutual beneficial agreements
6.3. BATNA: Best Alternative To Negotiated Agreement
6.4. Claiming vs Creating Value:
6.4.1. claiming value: parties decide who gets how much of what. distributive skills are useful
6.4.1.1. ZOPA: zone of possible agreement, both parties come to acceptable outcome
6.4.2. creating value: parties work together to expand resources in negotiation. integrative skills useful
6.4.3. BIAS: negotiators are biased towards thinking outcome is more about claiming than creating
6.5. Dilemma of Honesty: how open and honest should a negotiator be to counterpart
6.5.1. too open: get taken advantage of
6.5.2. too closed: ineffective strategy, not enough info disclosed to reach agreement
6.6. Dilemma of Trust: how much to trust what opposing party tells you
6.6.1. believe everything: taken advantage of
6.6.2. do not believe: difficulty reaching agreement
6.7. Intangibles: deep psychological factors that motivate negotiators
6.7.1. used when there is no outcome related explanation to opposition`s behavior
7. Article: Science of Culture & Negotiation
7.1. Negotiation Strategies
7.1.1. Persuasion: promotes value claiming. East & South Asians more likely to use it
7.1.1.1. Asians may be more aggressive in negotiation
7.1.2. Information Sharing: promotes value creation. Westerners are more likely to use it
7.1.3. some cultures claim more value (e.g: HK & USA) while others create more value (e.g: Germany & China)
7.2. Intercultural Negotiation
7.2.1. depth: helps intercultural negotiators understand and communicate across cultures
7.2.2. breadth: helps intracultural negotiators understand their own cultures
7.3. Input factors: little effect on intracultural, large effect on intercultural negotiations
7.3.1. cultural perspective taking: accentuates intercultural differences - can lead to exploitation
7.3.2. standard perspective taking: builds trust and rapport
8. Article: Making Rational Decisions in Negotiation
8.1. decision analytic approach: focuses on info collection
8.2. 6 strategies for unlocking value in a negotiation
8.2.1. 1. building trust
8.2.2. 2. asking questions
8.2.3. 3. strategically disclosing info
8.2.4. 4. making multiple offers at the same time
8.2.5. 5. discussing multiple issues.
8.2.6. 6. post settlement settlements
8.3. game theory
9. Article: Gender Differences in Negotiation
9.1. role congruity theory
9.2. soical roles
9.2.1. can influence gender and individual differences across negotiation outcomes
9.3. women are not as good as men in negotiation but depends on context and gender roles
9.3.1. when women negotiate it may be seen as socially incongruent as they have to be strong willed
9.3.2. no gender roles = women become as good as men in negotiation
9.3.3. patriarchal society affects womens role in negotiation
9.4. men vs women dominated cultures
9.4.1. in women dominated cultures, women were better than men in negotiation
10. LEARNING GOALS:
10.1. what is negotiation
10.1.1. definition: discussion andreaching an agreement, fundamental skill to communicate with others
10.1.2. 2 or more parties, different perspectives
10.1.3. theories to get to a good outcome
10.1.3.1. rational vs irrational decision making
10.1.3.2. game theory: reach conclusions mathematically, predict how others will behave
10.1.3.2.1. allocation of resources = rational
10.1.3.3. decision analytic: look at different BATNAs, interests of each party and values. focuses on info collection
10.1.3.3.1. best advice in negotiations
10.1.3.3.2. grasps irrational part of negotiation (e.g: intangibles)
10.2. strategies and types of negotiation
10.2.1. BATNA = power
10.2.1.1. one could pretend to have strong BATNA to gain advantage
10.2.1.2. indifference point
10.2.1.3. disadvantage: too many options = leads to demotivation to pursue options, end up with insufficient outcome
10.2.1.4. have a BATNA prior to negotiation
10.2.1.5. possibility to have no BATNA - can lead to insufficient outcomes
10.2.1.6. reservation point: least favorable point in which one would accept a deal
10.2.2. positive and negative bargaining zones
10.2.2.1. positive: reservation points of 2 parties overlap
10.2.2.2. negative: no overlap of reservation points
10.2.2.3. negotiation will be most successful if one knoes the opponents reservation point
10.2.3. TWO STRATEGIES: CLAIMING VS CREATING VALUE
10.2.3.1. a person may not be good at both
10.2.3.2. in a negotiation one may be biased to think that it is always about claiming, not creating
10.2.3.2.1. e.g: expanding vs dividing the pie, some people may be more focused on expanding resources
10.3. CHAPTER 20
10.3.1. coalitions - multiple parties negotiation
10.3.2. 10 points taken into account in negotiation