Ana Negotiation w8

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NEGOTIATION 7eLewicki ▪ Saunders

▪ Barry

RM 2053

Negotiation

Techniques

DR HJH AIDA NASIRAH ABDULLAH

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

1-12-1



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Week 8

COMMUNICATIONIN

NEGOTIATION

$-2



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COMMUNICATION IN NEGOTIATION

Communication processes, both verbaland nonverbal, are critical to achieving

negotiation goals and to resolvingconficts.

& Negotiation is a process o interaction

& Negotiation is a context orcommunication subtleties thatinfuence processes and outcomes



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BASIC MODELS OF COMMUNICATION

Communication is an activity thatoccurs between two people: a sender

and a receiver & sender has a meaning in mind andencodes this meaning into a messagethat is transmitted to a receiver

& receiver provides inormation abouthow the message was received and bybecoming a sender and responding to,building on, or rebutting the original

message !processes reerred to as" $



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DISTORTION IN COMMUNICATION

1. &enders and receivers !individualcommunicators% 'he more diverse their goals or the moreantagonistic they are in their relationship,

the greater the li#elihood that distortionsand errors in communication will occur

(. )essages 'he symbolic orms by which inormation is

communicated 'he more we use symbolic communication,the more li#ely the symbols may notaccurately communicate the meaning weintend



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*. +ncoding 'he process by which messages are put intosymbolic orm

&enders are li#ely to encode messages in a

orm which receivers may not preer

. Channels and media 'he conduits by which messages are carriedrom one party to another

)essages are subect to distortion romchannel noise or various orms ointererence

(-(



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. /eception 'he process o comprehension by receivingmessages and decoding them into anunderstandable orm

0t might not be possible to capture ully theothers meaning, tone or words

2. 0nterpretation 3rocess o ascertaining the meaning and

signi4cance o decoded messages or thesituation to go orward

n important way to avoid problems is bygiving the other party eedbac#



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5. 6eedbac# 'he process by which the receiver reacts tothe senders message

Can be used strategically to induce

concessions, changes in strategy, or alterassessments o process and outcomes

bsence o eedbac# can contribute tosigni4cant distortions by infuencing the

o7ers negotiators ma#e



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!AT IS COMMUNICATED

DURING NEGOTIATION"& 87ers, countero7ers, and motives

& 0normation about alternatives

& 0normation about outcomes

& &ocial accounts +xplanations o mitigating circumstances

+xplanations o exonerating circumstances/eraming explanations

& Communication about process




COMMUNICATION INNEGOTIATION#T!REE $E% &UESTIONS

& re negotiators consistent or adaptive9)any negotiators preer stic#ing with the

amiliar rather than venturing intoimprovisation

& oes it matter what is said early in theprocess9

;hat negotiators do in the 4rst hal o theprocess has a signi4cant impact on theirability to generate integrative solutionswith high oint gains

& 0s more inormation always better9 'he e7ect o exchanging inormation




!O 'EO'LE COMMUNICATE

IN NEGOTIATION

& <se o language =ogical level !proposals, o7ers%

3ragmatic level !semantics, syntax, style%& <se o nonverbal communication)a#ing eye contactdusting body position

Nonverbally encouraging or discouragingwhat the other says




!O 'EO'LE COMMUNICATE

IN NEGOTIATION

& &election o a communication channelCommunication is experienced di7erently

when it occurs through di7erent channels 3eople negotiate through a variety ocommunication media > by phone, inwriting and increasingly through electronicchannels or virtual negotiations

&ocial bandwith distinguishes onecommunication channel rom another.the ability o a channel to carry and convey

subtle social cues rom sender to receiver



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FOUR BIASES T!AT T!REATEN

E(MAIL NEGOTIATIONS

1. 'emporal synchrony bias 'endency or negotiators to behave as i

they are in a synchronous situationwhen they are not

(. ?urned bridge bias 'endency to do ris#y things during e-

mail that would not be used in a ace-to-ace encounter

*. &@uea#y wheel bias 'endency to use a negative emotional

style

. &inister attribution bias



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!O TO IM'RO)E


& <se o @uestions: two basic categories)anageable @uestions

cause attention or prepare the other personsthin#ing or urther @uestions:& ")ay 0 as# you a @uestion9$

getting inormation& "Aow much will this cost9$

generating thoughts& "o you have any suggestions or improving this9$




!O TO IM'RO)E


& <se o @uestions: two basic categories<nmanageable @uestions

cause diBculty& ";here did you get that dumb idea9$

give inormation& "idnt you #now we couldnt a7ord this9$

bring the discussion to a alse conclusion

& "ont you thin# we have tal#ed about this enough9$



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!O TO IM'RO)ECOMMUNICATION INNEGOTIATION

& =istening: three maor orms1. 3assive listening: /eceiving the message

while providing no eedbac# to the sender(. c#nowledgment: /eceivers nod their

heads, maintain eye contact, or interectresponses

*.ctive listening: /eceivers restate orparaphrase the senders message in theirown language



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!O TO IM'RO)E


& /ole reversal Negotiators understand the other partys

positions by actively arguing thesepositions until the other party isconvinced that he or she is understood

0mpact and success o the role-reversaltechni@ue

1. +7ective in producing cognitive changesand attitude changes(. ;hen the positions are compatible, li#ely to

produce acceptable results when thepositions are incompatible, may inhibitpositive change

*. Not necessarily e7ective overall as a



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S'ECIAL COMMUNICATIONCONSIDERATIONS AT T!E CLOSEOF NEGOTIATIONS

& voiding atal mista#es Deeping trac# o what you expect to

happen &ystematically guarding yoursel againstsel-serving expectations

/eviewing the lessons rom eedbac# orsimilar decisions in the uture

& chieving closurevoid surrendering important inormationneedlessly

/erain rom ma#ing "dumb remar#s$

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Ana Negotiation w8