Transcript Communication & Negotiation

COMMUNICATION
&
NEGOTIATION
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CONTENT
Part 1: NEGOTIATION & COMMUNICATION
Part 2: NEGOTIATION STRATEGY
Part 3: COMMUNICATION POWER IN
NEGOTIATION
Part 4: COMMUNICATION SKILLS IN
CONFLICT RESOLUTION AND
NEGOTIATION
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Part 1
NEGOTIATION
&
COMMUNICATION
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NEGOTIATION
 Negotiation
is never separated from human
life because the nature of human life is
dynamic and it is necessary to make
relationship with other people all the time.
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WHAT IS NEGOTIATION ?
 “We
don’t get what we want in this life, we get
what we negotiate.” (Gary Karrass )
 Negotiation, although similar to decision
making or joint problem solving, is a special
type of social interaction – one distinguished
by goals, relationships and normative practices
that differ from other types of communication
(Donohue, Diez & Stahle, 1983)
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 Negotiation
as bargaining entails two or more
interdependent
parties
who
perceive
incompatible goals and engage in social
interaction to reach a mutually satisfactory
outcome (Sawyer & Guetzkow, 1988)
 Gennard and Judge (1997) in the article of
Conflict and Negotiation claim that
negotiation involves two elements:


Purposeful persuasion
Constructive compromise.
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TYPES OF NEGOTIATION
Two types of negotiation process (Silondae, 2003):
1) Positional based bargaining


each party identifies their most desired outcome,
accepts that as their position and then attempts to
reach agreement by incrementally moving towards a
mid point somewhere between the two.
2) Interest based bargaining

solving process that strives to reach an integrative
solution rather than distributing rewards in win/lose
manner or relying on compromise.
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THE NEGOTIATION PROCESS
Preparation and Planning
Definition of ground rules
Clarification and Justification
Bargaining and Problem Solving
Closure and implementation
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EFFECTIVE NEGOTIATION
Advocates who negotiate effectively are often more
successful at achieving their goals and more
experience continued success in their efforts.
 Successful negotiator will display their excellent
negotiation skills in the negotiation process.
 Resolve conflicts and disputes by engages both
parties stay together and participate in decision
making, better understanding and appreciate the
motivations and core concerns of the other parties.

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EFFECTIVE COMMUNICATION
 Process
of human beings symbolically
responding to the other persons.
 Communication competence is the ability to
get what you seek from others in a manner that
maintains the relationship on terms acceptable
to both you and the other person.
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RELATIONSHIPS BETWEEN EFFECTIVE
COMMUNICATION AND EFFECTIVE
NEGOTIATION
 Bell (1988) in the book of Communication and
Negotiation contends that negotiation is
primarily a complex process of verbal and
nonverbal interaction.
 Communication is an essential tool in order to
exchange messages between the negotiators.
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 An
effective negotiator should have the
proficient skills of communications to
conduct an effective negotiation in order to
gain maximum benefit.
 Effective
organizational communication
requires a climate or culture that supports
effective communication.
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Part 2
NEGOTIATION STRATEGY
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NEGOTIATION STRATEGY
Definition
 LEWICKI, SAUNDERS AND MINTON
(2001) :

THE WORD ITSELF COMES FROM THE GREEK
TERM FOR THE ART AND ACTIVITY OF THE
MILITARY GENERAL, AND INCLUDES THE
ATTRIBUTES OF VISION,PREPARATION,
RESPONSIBILITY, AND OVERSIGHT
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 Mintzberg
& Quinn (1991) define strategy as
“the pattern or plan that integrates an
organization’s major targets, policies, and
action sequence into a cohesive whole.”
 In game theoretic terms, a strategy is “a
complete plan: a plan which specifies what
choices (a game player) will make in every
possible situation.”
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 Mc
Donald (1963) departs from the
classical model to identify four elements
typical to real world strategy formulation:
choice, chance, interdependence, and
imperfect information.
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TYPE OF STRATEGIES
AVOIDING STRATEGY (LOSE-LOSE)
 ACCOMMODATING STRATEGY (LOSE TO WIN)
 COMPETITIVE STRATEGY (WIN TO LOSE)
 THE COLLABORATIVE STRATEGY (WIN-WIN)
 COMPROMISING STRATEGY(SPLIT THE
DIFFERENCE)

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Avoiding Strategy
(Lose-Lose)
EMPLOYING AN AVOIDING STRATEGY
MEANS THE NEGOTIATOR BASICALLY, SEES
NEGOTIATION AS A WASTE OF TIME OR NOT
WORTH PURSUING.
 THE
AVOIDING
STRATEGY IS
USED
INFREQUENTLY
 THIS
STRATEGY IS CHOSEN BECAUSE
NEGOTIATIONS CAN BE COSTLY AND THERE
ARE MANY CASES WHERE NEGOTIATORS
WOULD BE BETTER OFF TO DROP THE
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
 IF
THE AVOIDER REFUSES TO
NEGOTIATE WHEN THE OTHER PARTY
WANTS TO, THIS MAY HAVE A
NEGATIVE EFFECT ON THE
RELATIONSHIP
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Accommodating Strategy
(Lose - Win)
 IN
THIS STRATEGY, THE NEGOTIATOR
BACK OFF,CONCERN FOR THE OUTCOME
TO PRESERVE THE RELATIONSHIP:
NEGOTIATOR INTENTIONALLY “LOSE” ON
THE OUTCOME DIMENSION IN ORDER TO
“WIN” ON THE RELATIONSHIP DIMENSION.
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 USED
TO ENCOURAGE A MORE
INTERDEPENDENT RELATIONSHIP, TO
INCREASE SUPPORT AND ASSISTANCE
FROM THE OTHER, OR EVEN TO COOL
OFF HOSTILE FEELINGS IF THERE IS
TENSION IN THE RELATIONSHIP.
 USUALLY SHORT TERM.
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Competitive Strategy
(Win - Lose)
 The
thinking and goals in this strategy are short
term: to maximize the magnitude of the
outcome right now, and to not care about either
the long-term consequences of this strategy or
the relationship.
 the outcomes (resources, gains, profits, etc.) are
seen as finite and limited in amount or size, the
person engaging in a competitive strategy wants
to get as much of those
outcomes
as
possible.
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 The
competitive strategy tends to emphasize
the differences between the parties,
promoting a “we/they” attitude.
 Thus, the relationship during negotiation in
a competitive situation will be characterized
by lack of trust and even by conflict.
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 Each
side has a bargaining range, which
consists of a starting point, a target and an
ending point or walk away.
 Bargaining occurs because the bargaining
range for each party is different. During
bargaining, attempt should be made to bring
the two ranges into overlap so that each
party is satisfied.
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 An
alternative or BATNA (Best Alternative
to a Negotiated Agreement) is an option that
can be pursued if the current negotiation
fails.
 It is an outcome outside the scope of the
negotiation with this other party, and can be
pursued if it appears more attractive than
any potential outcome from this negotiation.
 competitive strategy can be costly and timeconsuming, especially if each party holds
out for all its demands.
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The Collaborative Strategy
(Win-Win)
In this strategy, parties to the negotiation either begin
with compatible goals or are willing to search for ways
to pursue their goals so that both can gain.
 both parties consider the relationship and the outcome
to be equally important.
 To make this strategy work, both parties to the
negotiation must be willing to use the collaborative
strategy

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For this strategy to work there must be a high degree
of trust, openness, and cooperation.
 In order for collaborative to succeed, both parties
need to be committed to:





Understanding the other party’s needs and objectives
Providing a free flow of information, both ways
Finding the best solutions to meet the need of both sides
Obstacles to implement collaborative strategy are as
follows:



One party does not see the situation as having the
potential for collaboration
One party is motivated only to accomplish its own ends
One party is being competitive
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Compromising Strategy
(Split The Difference)
 In
this strategy, each side will have to modify
their priorities for the relationship and for the
preferred outcomes.
 the parties are making a decision that
compromising is preferred because, on the one
hand, both parties gain something, and yet
compromising does not require all the
intentional effort required for collaboration.
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 Three
major reasons to choose this strategy:
 A collaborative strategy does not seem to
be possible. The existing relationship does
not permit collaborative strategy. Not on
good terms.
 Not enough time to go for collaborative
strategy.
 Both parties gain something on the
negotiations.
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Part 3
COMMUNICATION POWER
IN NEGOTIATION
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COMMUNICATION POWER IN
NEGOTIATION
 Fisher,
Ury & Patton (1993),
good communication is an especially
significant source of negotiating power.
 Lewicki,
Hiam and Olander (1996)
When negotiations break down, the major
reason is usually communication. After all,
what is negotiation but communication?
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

Putnam & Roloff (1992) states that communication in
bargaining entails multiple factors, including verbal messages,
nonverbal cues, vocal overtones, information exchange,
language, communication media, symbols and meaning.
Lewicki, Saunders & Minton (2001), communication in
negotiation is not limited to the exchange of offers and
counteroffers. Important aspect that has been studied is how
sharing information with the other party influences the
negotiation process
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There are really four parts to even the
simplest communication:
 WHAT YOU
SAY
 WHAT YOU MEAN
 WHAT OTHER PERSON HEARS
 WHAT OTHER PERSON THINKS YOU
SAID
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PERSUASION
 According
to Hatch (1983), the art of
persuasion is nothing more than a systematic
approach to a communication activity that
everyone performs continually
 When to use persuasion:
 you
want your audience to do something
 audience would not perform if you simply request
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ASSERTIVE BEHAVIOR
Lange and Jakubowski (1976) stated that assertion
involves standing up for personal rights and
expressing thoughts, feelings and beliefs in direct,
honest and appropriate ways which respect the rights
of other people
 Kent and Touwen (2001), following are three steps to
communicate assertively:




Describe
Express
Specify
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BAD-NEWS STRATEGY
 Bienvenu
& Timm (2002), gives audiences a
message they probably would rather not get
 Determine how you are perceived and might
affect your future relationship
 How to communicate:



Be emphatic
Avoid false sincerity
Avoid sexist or exclusionary language
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DEFEND/ATTACK SPIRALS
 Rackham
(2003), because negotiation
frequently involves conflict, negotiators may
become heated and use emotional or value
loaded behaviours
 Once initiated, this behaviour tended to form
a spiral of increasing intensity: one negotiator
would attack; the other would defend himself
and develop into a spiral
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FACTORS THAT AFFECT
COMMUNICATION
 STRUCTURE
OF THE MESSAGE
 The
structure of your message can affect the
outcome and influence the other party
 DELIVERY STYLE
 How
the message is couch can have a positive
and negative effect on its acceptance
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 VOCABULARY AND
LANGUAGE
 The
words used can affect the outcome of the
exchange between you and the other person
 BODY LANGUAGE
 The
actual message and the body language that
goes with it frequently provide the receiver with
conflicting messages
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SUGGESTIONS FOR IMPROVING
COMMUNICATION
How do negotiators improve their communication?
 Here are some general principles by Lewicki, Hiam
& Olander (1996):






Emphasize similarities of goals and objectives
Styles of communication need to accommodate both
parties
Know the objectives of the negotiations
Know the other negotiator
Think before you speak
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Part 4
COMMUNICATION SKILLS
IN CONFLICT
RESOLUTION AND
NEGOTIATION
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CONFLICT RESOLUTION
 explaining
why people engage in conflict, and
identify ways in which conflict may be
resolved (Tidwell, 1998)
 Conflict arises due to a variety of factors.
 Individual
differences in goals, expectations,
values, proposed courses of action, and
suggestions about how to best handle a situation
are unavoidable
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
Kent and Touwen (2001)
 Conflict is Constructive



when problems are resolved, productivity is enhanced,
when parties understand each others needs,
use the conflict to build cooperation and trust.
 Conflict




is Destructive
Resolutions diminish, productivity decreases,
believing their way is right,
develop negative feelings toward each other.
Negotiation


most control over the conflict and the outcome
parties work together to resolve the conflict.
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COMMUNICATION IN CONFLICT
RESOLUTION AND NEGOTIATION
Communication is key
 Make sure you talk about issues as they arise, and
develop an action plan to deal with conflict
 Remember that communication is 20% what you
say, and 80% how you say it!

Behavior, body language, voice and tone, all influence how
the other party perceives your message (Alexopoulos, 2004)
 Be sensitive to non-verbal and verbal clues

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 Communication
skill is essential:
 The
more information each side has about the
interests and needs of the other, the more likely
both sides are to reach a mutually acceptable
solution
 A problem-solving approach that emphasizes
collaboration rather than competition, more likely
to result in a positive outcome
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COMMUNICATION SKILLS
 Active
Listening
 Giving Feedback
 Questioning
 De-escalate tension and conflict
 Improve your understanding of the opposition
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ACTIVE LISTENING
 Communication
cannot simply be a one-way
process.
 not simply listening, but it involves
concentration, attention, and responding as
well.
 requires a clear focus on understanding the
speaker’s message.
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Characteristics of Listening Actively

Listen in an understanding and supportive way

Using non-verbal indicators;leaning forward, nodding your
head
Listen for the whole message
 Do not interrupt the other party.
 If you disagree, do not become aggressive.



Restate the other party's comments, present your point of view,
and return the dialogue to the other party by asking for a
reaction to your views.
Do not make assumptions about others, their opinions,
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and feelings.
 “I
know that you believe you understand what
you think I said, but I am not sure you realize
that what you heard is not what I meant.”
In conflict situations, people too frequently begin to
frame their responses before the other party has finished
speaking, impeding their ability to fully comprehend
what is being said and inviting miscommunication
based on incomplete messages.
 To truly communicate, you must first understand.

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Benefits of Active Listening

Prevent misunderstandings and clarifying the speaker’s meaning


Summarizing what opponents has said by giving back a review of
what you heard.




Increases your understanding while letting your opposition know you are
really listening.
communication is accurate and that the main ideas expressed reached you.
Receive accurate and specific information and explore for more
details
Asking questions; identify and explore options and alternatives
Encouraging the opponents to tell more
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GIVING FEEDBACK
Provide feedback as you actively listen, explore,
and assess what you hear from the opposition.
 Feedback is most useful when it is:


Well-timed and focused on the issue under discussion


Focus your statements on the specific issue at hand.
Checked for clarity and understanding


If feedback not clearly understood by the opposition, you will
not receive your objectives.
Make sure feedback was heard and understood.
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QUESTIONING
 Questioning
requires person answering to
organize his or her thoughts on the subject and
then frame a response.
 Asking appropriate questions can help:
 Gain
more information
 Refocus a discussion
 Show respect for and interest in your opposition view
 Introduce information as well as options for solutions
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DE-ESCALATE TENSION AND
CONFLICT

Tensions will escalate no matter how well prepared
you are


Once anger is expressed, it tends to build unless one or both parties
attempt to diffuse the emotional tension
To de-escalate tension, try to:





Speak slower
Remind yourself: “We can find a solution that we both agree on.”
Watch your language
Listen to your voice
Check that you are still listening to the other party
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IMPROVING YOUR
UNDERSTANDING OF THE
OPPOSITION
 In
reaching mutually acceptable solutions,
 Require
the ability to imagine oneself in the other
person’s position with his or her interests, needs.
 How
would you be thinking, planning and
reacting if you were on the other side of the
table?
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CONCLUSION
 Effective
communication plays an important
role in an efficient negotiation process
 Effective
negotiation is like the human body,
effective communication is at the heart of
effective negotiation process.
 Effective
communication is a basic and
necessary characteristic needed
 to
increase the chances of an effective
negotiation process and
 to resolve conflict.
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