Chapter4-Negotiating-strategies-and-tactics

Chapter4NegotiatingStrategiesandTacticsLearningObjectivesBytheendofthischapter,youshould–beabletoabletodefinesuchtermsasstrategyandtactic.befamiliarwiththefivestylesofnegotiationandunderstandthedifferences.beabletodifferentiatebetweenthecorestrategiesandtacticsinnegotiationhaveenhancedyourownskilllevelthroughpracticeandreflectionStrategiesandTacticsStrategiesTheoverallplanusedtogainadvantageovertheopponentorachievesomeend.Thepurposeofstrategicplanningistospelloutwhathastobedonetoproduceafavorablefinalagreement.TacticsTacticsreferstothegameplaysthatmaybeusedtogainspecificadvantagesduringthecourseofthenegotiation.KnowwhattypeofconflictyouareinvolvedinItisimportanttoknowwhatkindofconflictyouareinbecausethedifferentkindsrequiredifferenttypesofstrategiesandtactics.(Deutsch,1999).3majortypes:A.thezero-sumconflict(apurewin-loseconflict)B.themixed-motive(bothcanwin,bothcanlose,onecanwinandtheothercanlose)C.Thepurecooperative(bothcanwinandbothcanlose)WhatstylewillIadopt?Fivedistinctcategories:CollaboratingCompromisingAccommodatingControllingAvoiding(ThomasandKilmann,1974)TypesofNegotiatingStyleCompetitive（Controlling)StyleAccommodativeStyleAvoidingStyleCompromisingStyleCollaborativeStyleTotrytosplitthedifferenceorfindanintermediatepointaccordingtosomeprincipleTotrytofindthemaximumpossiblegainforbothparties–bycarefulexplorationoftheinterestsofallparties–andoftenbyenlargingthepieTotrytogainallthereistogainTobewillingtoyieldallthereistoyieldTotrytostayoutofnegotiationCompeting(Controlling)CollaboratingCompromisingAvoidingAccommodatingApproachPressowngoalsGetbothconcernoutWorkonafewitempostpone,delayAskforother’sviewsissuesMeritsofownpositionIdentifyissuesStayinstatedboundsAsk/saylittle,withdrawAcceptother’sgoalsInformationExaggerateShareinformationGivesometogetsomeDon’tappearBetentative,modestdifferenceOverrideother’sviewWorkoutdifferenceSplitdifferenceChangethetopicconcedeStrategyUsesubterfugeSeekoptionsforjointsatisfactionStaycalmClaimlimitedauthorityAvoidhurtingfeelingRelationExploitvulnerabilityTrustotherModeratelytrustStraddleSeekharmonyNegotiatingStylesVSDegreesofACAvoidingAccommodatingCompeting(Controlling)CollaboratingCompromisingCooperativenessassertivenessLowLowMedMedHighHighAvariantofthedualconcernsmodelBasedonLewickietal(2003)p.35.ImportanceofoutcomeImportanceofrelationshipAvoidanceAccommodationCompetitionCollaborationhighlowlowhighCompromiseQuiz:Assessingyourconflictmanagementstyle•Readthroughthequestionnaire,choosetheextenttowhichyoufeelthatstatementisdescriptiveofyoubyusingthescalesgivenandthenfillintheNegotiatingstylescoringtable.•Drawyourpersonalnegotiatingstyleprofile,transferthetotalscoreforeachstyletotheappropriatecolumninthefigureavailable.StrategiesOffensivestrategyBeusedtotaketheinitiativeDefensivestrategyToobserveandwaitNeutralStrategyTacticsmustbedevisedtoattainthegoals.Manystrategycategoriescanalsousedastactics.Tacticalanalysisofcounterpartsisofgreatimportance.Thechoiceoftacticsislimitedbytheability,experience,acumenandmotivationofeachnegotiator.MatchingTacticstoStrategyNegotiatingtacticsPersonal&TeamLegal&IllegalVerbal&Non-verbalPrincipled&UnprincipledMajorPersonalTacticsAggressiveCompliantPassiveImpassiveIntimidationTechnicalFinancialLegalisticSecretiveDeceptiveExploitiveStubbornAmbivalentPragmaticBrinkmanshipArrogantSelf-righteousOverwhelmingFleetingSternSocialTheftIndulgentMajorTeamTacticsCONSENSUSCOWBOYSPLATOONDIVIDEANDCONQUERJEKYLLANDHYDEHIERARCHICALHORIZONTALDEPARTMENTALConsensusItallowsteamtodisperseauthorityandresponsibility.Difficulttopenetrate.Counterpartsmaybeworndownbytheslowness.Averytime-consumingstyle.Decision-makingprocessisslow.CowboysAhighlyindividualisticapproachtobusiness.Individualswhoarenotmerelyspecialistsbutstaffwhoalsoexhibitgeneralistmanagementtalents.Extremelyflexibleandadaptivetoup-and-comingnegotiators.Tips:strongleadership,excellentcommunicationskills,loyalty,well-brifedteam,etc.PlatoonSimilartoCowboyteamsbutwithsmallsubteams.IndependentteamleadersareanswerabletoasingleCN.Usefulwhenyouhavelargeteams.DivideandConquerIsolationofoneormoremembersoftheotherteamforthepurposeofsolicitinginformation.AtechniqueolderthanCaesar.Cowboys:particularlysusceptible.JekyllandHydeAlsoknownas“Goodcop,badcop.”Sometakeaveryhard-lineapproachwhileanotheractonbehalfoftheopposition.Inexperiencedteamsaresusceptible.Effectivewhenthirdpartiesareincluded.HierarchicalPassalldecisionsthroughthechain-of-commandforapproval.(e.g.whenastrongCNhasaweakteam)Focusthepowerandallthepossibilityononeperson.HorizontalSimilartoConsensusteams,butwithoutthebenefitoftheCN’soversight.Usedprimarilybyverylargeinternaionalcorporationswhoplantofarmoutpartsofacontracttovarioussubsidiaries.Itdemandsstrongleadership.Key—tomakecounterpartsbelievethattheyaredealingwithseparateentities.DepartmentalAmoreself-consciousversionoftheHierarchicalmethodbutwiththedispersalresultofHorizontalnegotiating.Specialty-based“departments”onlynegotiatewit