what are the 5 cateogires of communication in a negotiation
offers and counteroffers
info about alts
info about outcomes
social accounts/explanations
communication about process
offers and counteroffers
- convey motives and prefferences which influence actions
- dynamic and interactive process
info about alts
- strong alts confer a strategic adv, only if other party is aware of alts
If party A has strong BATNA then:
= party A has higher resistance point
= party B has lower resistance point
= when both parties know one of the parties batnas, that negotiator recieves positive outcome
info about outcomes
- negotiaros eval of own outcomes will vary depending on what they know about how well the other party did
DONT REVEAL A REACTION POS OR NEG ABOUT THE OUTCOME!!
social accounts/explanations
- negative effects of poor outcomes can be alleviated when other party offers social accounts
explanations of mitigating circumstances, where negotiators suggest that they had no choice in taking the positions they did;
explanations of exonerating circumstances, where negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative, it derives from positive motives (e.g., an honest mistake); and
reframing explanations, where outcomes can be explained by changing the context (e.g., short-term pain for long-term gain).11comm about process
- talking about process may interrupt conflict spiral and restore constucion
Characterisitcs of language
2 levels:
LOGICAL= for proposals or offers
PRAGMATIC - semantics, syntax, style
ways of communciating
- make eye contact
- adjust body position
- non verbally encourage/discourage (murmuring)
- selecting communication channel
negotiaitng via email
no avenue for schmoozin or relationship focused convo
linguistic mimicry! copy their habits to enhance trust
negotiation via texting
becuase its more rapid, easier to extract concessions from unprepared parties
negotiation via videoconferencing
- set protocols
- how to communciate if ur on a team privateky?
- use large video dsiplay screen
- professional bg
10 rules of virtual negotiation
Take steps to create a face-to-face relationship before negotiation, or early on, so that there is a face or voice behind the email.
Be explicit about the normative process to be followed during the negotiation.
If others are present in a virtual negotiation (on either your side or theirs), make sure everyone knows who is there and why.
Pick the channel (face-to-face, videoconference, voice, email, etc.) that is most effective at getting all the information and detail on the table so that it can be fully considered by both sides.
Avoid “flaming”; when you must express emotion, label the emotion explicitly so the other knows what it is and what’s behind it.
Formal turn-taking is not strictly necessary, but try to synchronize offers and counteroffers. Speak up if it is not clear “whose turn it is.”
Check out assumptions you are making about the other’s interests, offers, proposals, or conduct. Less face-to-face contact means less information about the other party and a greater chance that inferences will get you in trouble, so ask questions.
In many virtual negotiations (e.g., email), everything is communicated in writing, so be careful not to make unwise commitments that can be used against you. Neither should you take undue advantage of the other party in this way; discuss and clarify until all agree.
It may be easier to use unethical tactics in virtual negotiation because facts are harder to verify. But resist the temptation: The consequences are just as severe, and perhaps more so, given the incriminating evidence available when virtual negotiations are automatically archived.
Not all styles work equally well in all settings. Work to develop a personal negotiation style (collaboration, competition, etc.) that is a good fit with the communication channel you are using.
how to improve communciation i negoitoan
- use questions
- listening ([assive istenign letting them talk themselves out of a positon, acknowledgement like nodding mmmhm, active listening like talking back sympatehtically)
- role reversal === Consistently arguing for a single position can hinder negotiators from recognizing potential compatibility with the other party’s stance. While active listening aids in understanding the other party’s perspective, it is somewhat passive. Role-reversal techniques, on the other hand, involve actively arguing the other party’s position until they feel understood. This method can enhance understanding, allowing negotiators to adjust their positions for better compatibility.
Research on role reversal indicates two main outcomes for negotiators:
It can lead to a better understanding of the other party’s perspective, fostering convergence in their positions.
However, if the positions are fundamentally incompatible, role reversal may instead highlight these differences.
Overall, role reversal is particularly useful during negotiation preparation or team discussions when progress stalls. Yet, while it can increase understanding, it does not guarantee resolution, especially when communication exposes significant incompatibilities between the parties’ positions.
pros of teams
more minds the better! more ideas and ways of analyzing the situaton, greater ability to acquire info from other side
cons of teams
problems of coordiantion
highglihtt the needs for itnernal negotiations
3 types of exterise
negotiation expertise
tech expertise
interpesonal skills
challenges of team negoitations
- info process [common knoweldge effect: spend time talking about what the group knows rather than info one individual has; people unfortuantely often withold info that is unique]
- stereotyping: of other side
- group extremism: easier to be extreme as a group
why does gender matter in a team negoiaton
- thinking is diff- conflict for women is relaitonship conflict, men is task conflict; women tend to be cooperative and elss likely to engoitate
- treamtent is diff- men use deception more often! more likely to negotiate
- response to tactics- Exchange tactics: when men remind of previous exchanges they have positive results, women have worse;when women use aggressive tactics they are punished worse
- influence of stereotypes: stereotype threat- fear of confirming a neg stereotype in women; when told masc traits lead to better performance women do better
3 common challenges for women
- balancing self advocy and ccommunality [reluctuant to self advocate and lack conf to ask for more]
- managing diffiuclt emotions is hard
- overcoming interperosnal resistance [women likely to queestion competence]
negotiating as a woc
- woc dont feel encouraged
- revealing ambitious intentions and healthy self esteem is often viewed bad
- tuaght to not rock the boat
- cant often just say no like white women can
