Lecture Multiparty stuff TFC chap 10 narrated PPT

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Information about Lecture Multiparty stuff TFC chap 10 narrated PPT
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Published on March 20, 2018

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Slide1: ESSENTIALS OF NEGOTIATION SIXTH EDITION ROY J. LEWICKI BRUCE BARRY DAVID M. SAUNDERS © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 1 Class November 16 Agenda Concluding comments on MT Further Practicum Guidance Debrief Hangtough Comments on Chapter 10 experiential team ex: Class November 16 Agenda Concluding comments on MT Further Practicum Guidance Debrief Hangtough Comments on Chapter 10 experiential team ex © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 2 Chapter 10 Multiple Parties, Groups, and teams In negotiation: Chapter 10 Multiple Parties, Groups, and teams In negotiation © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 3 Slide4: Why consider Multi-Party situations? Dynamics change predictably when groups have to reconcile differences to reach a collective agreement Understanding those contrasts and complications crucial to managing them efficiently/effectively. Roles of forethought, process and capable leadership are accentuated. ‘Forewarned is forearmed’ to achieve desired results. © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 4 Slide5: situations that Involve Multiple Parties Multiple parties are negotiating with one another and attempting to achieve a collective or group consensus. Multiple individuals are present on each “side” of the negotiation The parties to a negotiation are teams against teams © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 5 Slide6: A Multiparty Negotiation schematic, Each Representing a Constituency © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 6 Slide7: Nature of Multiparty Negotiations (1) Multiple Parties create: Informational and computational complexity Issues, perspectives and associated information Social complexity Tensions: individuality/inclusiveness and conformity Squelched dissent costly to quality of output Procedural complexity -- unnatural Needs to be defined explicitly – ground rules(!) Strong roles for planning and chair actions Risk of lost focus, drift Regardless, expect > duration © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 7 Slide8: nature of Multiparty Negotiations (2) Process (cont’d) > need to discuss multiple issues simultaneously, to encourage effective trades Logistical complexity: r emoteness reduces ‘signal,’ increases ‘noise’ Strategic complexity Audience effects encourage positional bargaining “Court-packing” team or audience > Role of relationships – good and bad Coalition effects © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 8 Slide9: Nature of multiparty negotiations (3) The players: © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 9 Slide10: STRATEGIES FOR BUILDING RELATIONSHIPS With allies: goal = strengthen, maintain bonds Affirm agreement on collective vision or objective Reaffirm quality of the relationship Acknowledge doubt and vulnerability with respect to achieving vision and collective goal Ask for advice and support With opponents: goal = mtn trust, seek common interests, develop options Reaffirm relationship based in trust State vision or position in a neutral manner Engage in problem solving © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 10 Slide11: STRATEGIES FOR BUILDING RELATIONSHIPS (2) With bedfellows: goal = build trust Reaffirm the agreement; acknowledge caution exists Be clear about expectations in terms of support Ask what they want from you Reach agreement on how to work together With fence sitters: goal = convert to bedfellows State your position; find out where they stand Apply gentle pressures Focus on issue; have them tell you what it would take to gain their support © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 11 Slide12: STRATEGIES FOR BUILDING RELATIONSHIPS (3) With adversaries: goal = improve trust and/or compromise State your vision or goals State your understanding of your adversary’s position in a neutral way Identify your own contributions to the poor relationship Probe for common interests End the meeting by restating your plan but without making demands © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 12 Slide13: A word about coalitions (2) Avoiding “The Commons” – ind’l self-interest amok. Defn : informal alliance for a specific purpose latent or active, discrete or enduring Makeup and effect relate to decision rules (4/3/2) Usually exist to strengthen minority influence Must achieve ‘critical mass’ for influence Strong vs. weak additions re ‘purity’ of objective How will success be shared? Equity (contribution), equality or need? > Role of relationships – good and bad © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 13 Slide14: What DYNAMICS CAN MAKE A MULTIPARTY NEGOTIATION EFFECTIVE? (notes for planners and chairs) (1) Effective groups and their members: Invest in group relationships upfront Test assumptions and inferences Elicit all relevant information Push to elicit interests > positions (why/ whynot / whatif ) Explain rationales , questions and answers Talk in specific terms and use examples Agree on what important words mean – context important Disagree openly with any member of the group Invite questions and comments © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 14 Slide15: What DYNAMICS CAN MAKE A MULTIPARTY NEGOTIATION EFFECTIVE? (notes for planners and chairs) (2) Effective groups and their members (cont.) Discuss “undiscussable” issues Keep discussions focused Avoid cheap shots or distractions the group Expect preparation and participation by all members Exchange relevant information with non-group members Make decisions by consensus Conduct self-critiques © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 15 Slide16: Managing Multiparty Negotiations – three stages The pre-negotiation: many informal contacts among the parties The formal negotiation: group undertaking to develop effective and endorsed result The agreement: Parties select among the alternatives on the table (detail on each, next slides) © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 16 Slide17: The Prenegotiation Stage Establish participants Form coalitions Define group member roles Understand the costs and consequences of no agreement Learn the issues and construct an agenda © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 17 Slide18: Pre-negotiation Stage Determine participants and share role expectations, context (BATNA) Develop Agenda as effective decision aid: Define and frame issues for discussion Set the order in which issues are discussed Linearity may not be crucial – everything is in play Introduce process issues (ground rules, decision rules, discussion norms, roles +/- (see Table 10-1), discussion dynamics) Assign timings (with ample cushioning) © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 18 Slide19: The Formal Negotiation Stage Appoint an appropriate chair (now or sooner) Use and restructure the agenda Ensure diversity of information and perspectives Key process steps: Collect thoughts and composure before speaking Understand the other person’s position Think of ways both parties can win Consider the importance of the issue Remember parties will likely work together in the future © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 19 Slide20: The Formal Negotiation Stage Ensure consideration of all available information The Delphi technique An initial questionnaire, sent to all parties, asking for input Brainstorming Define a problem and generate as many solutions as possible without criticizing any of them Nominal group technique Brainstormed list of solutions ranked, rated, or evaluated © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 20 Slide21: The Formal Negotiation Stage Manage conflict directly as relationship issue Review and manage the decision rules Strive for an agreement-in-principle ( ltr . of intent) Manage problem team members Be specific about problem behaviors Describe problem as team problem (use “we” versus “you”) Focus on behaviors the other can control Wait to give constructive criticism Keep feedback professional Verify that the other has heard and understood © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 21 Slide22: The Agreement Phase Select the best solution Record it (chair function?) Develop an ‘action’ plan (buzz) Implement the action plan Evaluate outcomes and the process © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 22 Slide23: special emphasis: role of ‘the Chair’ (Box 10-1, pg. 232) Handle all logistical detail, pre-meeting Build and communicate Agenda Explicitly define nature and limits of Chair role Introduce Purpose(s), Ground rules for discussion Define decision rules, meeting processes Gatekeep to ensure full airing, with adequate focus Listen for common interests, and conversely for lurking conflicts to be resolved Summarize frequently, maintaining open-issues format until consensus can be achieved across the board Memorialize progress and outcomes © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 23 Slide24: Inter-team Negotiations Intra-team processes are essentially the same as multi-party processes Never assume that all teammates fungible – perspectives will vary, must be resolved in-advance Inter-Team processes require role differentiation Ground-rules critical to deter counter-production External facilitation can be valuable, as mediator can absorb referee abuse Relationships across teams members may be crucial to outcomes. © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 10- 24

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