Six Step Model
It is a model for trying to resolve a problem.
- Ask the person, if you can talk to them
- setting a time, that works for both
- if timing is not right, try to agree on a time to talk (mutual time)
- Say something positive/ acknowledge the problem
- appreciation, affirmation of that person, reference to the relationship
- Say what’s on your mind/ how it makes you feel
- description of the problem and the consequences for you
- “Is there anything I can do differently?”
- Listen to the other point of view
- to maybe work out a compromise
- Ask for the behavioral change you are seeking (anstreben)
- maybe having a discussion
- Thank the person for their time.
I Message
It is a model to address a critical statement/ problem to a person by turning it to a non-threatening I Message, while managing to modify an unacceptable behavior.
Be not aggressive, be neutral and care about the person, listen!
- Personal Impact/ emotion
- a feelings caused by the behavior of the other party
- “I am confused/ concerned/ puzzled/ upset” - State unacceptable behavior (objective)
- be specific
- “this is the x time this week you do xyz”
- Clarify consequences of the behavior
- “the audience is not getting the message”
” Lee, I am confused. Your writing needs to be more specific. The audience is not get your message.”
Active Listening Skills (5)
- Ask questions/ Prompting
- clarifying/ open-ended questions to make the message clearer
- open-ended question: When, Why, What, … you have the opportunity to explain sth. You have to listen to that person.
- focus on attention on what he/she wants
- LISTEN
- Rephrasing/ Sum up
- repeating the other side in order to fully understand the meaning of the message (being on the same page)
- chance to validate
- Suspension of Judgement/ Stay neutral
- be open-minded, putting ones bias aside
- essential for trying to understand another perspective
- otherwise: no effective listening
- Pay attention to Body Language/ Adress underlying Emotion
- listen beyond the words to get a sense of the true message
- non-verbal behavior: hand gesture, body movement, eye contact, facial expressions, intonation of voice
- say that you recognized something
- Reinforcement/ Encourage the person
- for a trustworthy atmosphere -> divulge information without being criticized
- you: “ I understand you” and non-verbal behavior (leaning forward, nodding, eye contact)
- it shows: listener is working at understanding the point of view
Negotiation
Myths
(6)
- I win, you lose
- better: both need benefits
- be tough OR soft
- better: adapt to the given situation
- good negotiators are born
- better: are made by experience
- Life experience is the best teacher
- better: feedback is important to improve
- good negotiators take risks
- better: need to know how to evaluate risks
- good negotiators rely on intuition
- better: you need preparation, systematic, deliberate thought
BATNA
It is the best alternative to a negotiated agreement.
- you did not strike a deal! What could be a fallback?
- reject outcomes that are worse than it
- accept any set of term superior to it
Reservation Point
It is the bottom line price and the least amount of money a person would accept for whatever he/she is selling/ buying.
It is a quantification of the BATNA.
Logrolling
it means making concessions on low- preferences versus high preferences
- good for avoiding impasses
- taking perspective of the other party
- Pie-Expanding Strategy
Target Point /
Aspiration Point
It represents the ideal outcome; the goal somebody want to reach
Brainstorming
The goal is to maximize the quality and quantity od ideas.
- Expressiveness
- express ANY idea that comes to your mind
- Nonevaluation
- do not criticize during generation phase
- criticize -> people would stopp talking
- you can learn from other people
- Quantity
- the more ideas, the better
- it increases the chance to finding an excellent solution
- Building
- group members can try to modify/ extend other’s ideas whenever possible
Negotiator Approaches (3)
- Interest-based
- focus is on understanding/ learning the other’s party underlying needs/ concerns
- attempt to reconcile differences for most pressing needs/ concerns
- what is the other party about
- goal: come to an agreement/ reach integrative (win-win)
- Rights-based
- Negotiator applies standards of fairness (contracts, rights, norms, precedents)
- Power-based
- Negotiator uses status/ rank/ threats, intimidation to get his/her way (eg SUMMER INTERNS)
Contingency Contracts
It is an IF-THEN AGREEMENT.
It states which actions under certain conditions will result in specific outcomes.
- kind of a bet
- you can bet on future rather than argue about it
- focus on real mutual interests, not on speculative disagreements
- occur when negotiation failed/ no exact agreement
- timeframe
- connection in the future/ continued interaction is required
- enforceability
- expectation should be clear
- outcome can create a “loser”
- measurability
- clarify all parameters and a clear time
- how will the contract be evaluated
ZOPA
It is the Zone of possible agreements -> bargaining zone
- difference between both reservation points (rp)
A(rp) - B(rp) = range (ZOPA)
Lying about reservation point
-> consequences
It is unethical and can hurt the reputation.
- it creates a face-saving problem if the other party calls the bluff
Boulwarism
It describes an offer if it is the first and final offer.
“take it or leave it”
Premature Concession
Zugeständnis
It means, making more than one concession in a row before the other party responds.
- you concede on issues before even being asked
- you are giving up more than you have to
- most of the time because of silence
- the result can be a lose-lose effect
Types of Issues in negotiations
(outcomes)
Chapter: Pie Expansion
- Compatible Issue
- both parties want the same OUTCOME
- same value for both
- Distributive Issue
- want opposite (different) OUTCOMES for the same issue
- win-lose
- Integrative Issue
- different PREFERENCES that can be traded off
- important for one site but not that for the other site (OUTCOME is not important for one site)
- Pie-Expanding = interest based approaches!
Emotional styles (3)
- Rational
- may come across as “distant”, uninvolved
- focus on concealing/ repress emotions
- distributive strategy (pie slicing): norms of fair distribution
- integrative strategy (pie expansion): systematic analysis of interests
- Positive
- greater feeling of commitment/ partnership
- focus on creating positive emotions, try to make things positve, having a relationship/rapport
- distributive strategy (pie slicing): compromise for a good relationship/ both feel good - integrative strategy (pie expansion): brainstorming, positive energy level
- Negative
- pressure to carry out threats/ lose credibility
- focus on irrational-appealing emotions to intimidate/ control others
- distributive strategy (pie slicing): tough bargaining, threats - integrative strategy (pie expansion): negative emotion inhibit pie expansion
Motivational Styles (3)
- Cooperative
- wants to work together
- minimize difference between outcomes
- seeks equality
- ! not “Compromosing” (slicing the pie)
- Competitive
- maximize difference between own and other’s profit
- Individualistic
- maximize own gain
- indifferent to how much the other side is getting
Types of Reasoning (2)
- Inductive
- trial and error -> experimental
- hypothesis testing on ideas
- learning by doing
- Deductive
- look at clues/ hints -> conclude
- logical conclusion
