comm in ication
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COMMUNICATION
The process of sending and receivingsymbols with meanings attached.
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COMMUNICATION
1. Effective communication occurs when theintended meaning of the sender and the
interpreted meaning of the receiver are one and
the same.
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COMMUNICATION
1. Effective communication occurs when theintended meaning of the sender and the
interpreted meaning of the receiver are one and
the same.
2. Efficient communication occurs at minimum costin terms of resources (particularly time) expended.
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COMMUNICATION
1. Effective communication occurs when theintended meaning of the sender and the
interpreted meaning of the receiver are one and
the same.
2. Efficient communication occurs at minimum costin terms of resources (particularly time) expended.
3. Efficient communications are not always effective.Potential trade-offs between effectiveness andefficiency must be recognized in communication.
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
Five Rules:
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
Five Rules:
1. Listen for message content
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
Five Rules:
1. Listen for message content
2. Listen for feelings
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
Five Rules:
1. Listen for message content
2. Listen for feelings
3. Respond to feelings
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
Five Rules:
1. Listen for message content
2. Listen for feelings
3. Respond to feelings4. Note all cues
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IMPROVING COMMUNICATION
ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.
Five Rules:
1. Listen for message content
2. Listen for feelings
3. Respond to feelings4. Note all cues
5. Paraphrase and restate
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FEEDBACK
The process of telling others howyou feel about something they did
or said, or about the situation ingeneral.
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FEEDBACK
When poorly done, feedback can bethreatening to the recipient and cause
resentment.
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FEEDBACK
When poorly done, feedback can bethreatening to the recipient and cause
resentment.
When properly done, feedback can be
listened to, accepted, and used to goodadvantage by the receiver.
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CONSTRUCTIVE FEEDBACK GUIDELINES
1. Give feedback directly and with realfeeling, based on trust.
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CONSTRUCTIVE FEEDBACK GUIDELINES
1. Give feedback directly and with real feeling, based ontrust.
2. Make feedback specific rather thangeneral; using good, clear, and recentexamples.
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CONSTRUCTIVE FEEDBACK GUIDELINES
1. Give feedback directly and with real feeling, based ontrust.
2. Make feedback specific rather than general; using good,
clear, and recent examples.
3. Give feedback when receiver seems mostwilling or able to accept it.
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CONSTRUCTIVE FEEDBACK GUIDELINES
1. Give feedback directly and with real feeling, based ontrust.
2. Make feedback specific rather than general; using good,
clear, and recent examples.3. Give feedback when receiver seems most willing or able
to accept it.
4. Make sure it is valid and limited to thingsthe receiver can do something about.
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CONSTRUCTIVE FEEDBACK GUIDELINES
1. Give feedback directly and with real feeling, based ontrust.
2. Make feedback specific rather than general; using good,clear, and recent examples.
3. Give feedback when receiver seems most willing or ableto accept it.
4. Make sure it is valid and limited to things the receiver cando something about.
5. Give feedback in small doses; nevermore than the receiver can handle at onetime.
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CONSTRUCTIVE FEEDBACK GUIDELINES
1. Give feedback directly and with real feeling,based on trust.
2. Make feedback specific rather than general;
using good, clear, and recent examples.
3. Give feedback when receiver seems mostwilling or able to accept it.
4. Make sure it is valid and limited to things the
receiver can do something about.
5. Give feedback in small doses; never more thanthe receiver can handle at one time.
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PERSUASION AND CREDIBILITY IN COMMUNICATION
1. Communication is not always aboutsharing information; sometimes it isabout influencing another person in a
desired way.
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PERSUASION AND CREDIBILITY IN COMMUNICATION
1. Communication is not always aboutsharing information; sometimes it isabout influencing another person in a
desired way.
2. Persuasion is getting someone else
to support the message beingpresented.
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PERSUASION AND CREDIBILITY IN COMMUNICATION
1. Communication is not always about sharinginformation; sometimes it is about influencinganother person in a desired way.
2. Persuasion is getting someone else to supportthe message being presented.
3. Persuasion occurs very frequently inhorizontal structures and within the context ofempowerment.
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PERSUASION AND CREDIBILITY IN COMMUNICATION
4. The personal power bases of expertise andreference are essential for persuasion.
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PERSUASION AND CREDIBILITY IN COMMUNICATION
4. The personal power bases of expertise andreference are essential for persuasion.
5. Taking bold stands or arguing aggressively
often leads to counter persuasion becausethe persons credibility trust, respect, andintegrity in the eyes of others is destroyed.
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Ways of building credibility:
a.Building credibility through expertise requiresknowledge about the issue in question and/or a
successful prior track record at dealing with similar
issues.
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Ways of building credibility:
a.Building credibility through expertise requiresknowledge about the issue in question and/or a
successful prior track record at dealing with similar
issues.
b.Building credibility through relationshipsrequires having a good working relationship with
the person to be persuaded.
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BARRIERS TO EFFECTIVE COMMUNICATION
Noise anything that interferes withcommunication effectiveness.
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BARRIERS TO EFFECTIVE COMMUNICATION
Noise anything that interferes with communicationeffectiveness.
1. Poor choice of channel
The medium through which the message issent.
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BARRIERS TO EFFECTIVE COMMUNICATION
Noise anything that interferes with communicationeffectiveness.
1. Poor choice of channel
The medium through which the message is sent.2. Poor written or oral expression
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BARRIERS TO EFFECTIVE COMMUNICATION
Noise anything that interferes with communicationeffectiveness.
1. Poor choice of channel
The medium through which the message is sent.2. Poor written or oral expression
3. Failure to recognize non-verbal signals
Gestures, body language, mixed message
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BARRIERS TO EFFECTIVE COMMUNICATION
Noise anything that interferes with communicationeffectiveness.
1. Poor choice of channel
The medium through which the message is sent.2. Poor written or oral expression
3. Failure to recognize non-verbal signals
Gestures, body language, mixed message
4. Physical distraction
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BARRIERS TO EFFECTIVE COMMUNICATION
Noise anything that interferes with communicationeffectiveness.
1. Poor choice of channel
The medium through which the message is sent.2. Poor written or oral expression
3. Failure to recognize non-verbal signals
Gestures, body language, mixed message
4. Physical distraction
5. Status Effects
Filterting the intentional distortion of
information to make it favorable to the
recipient.
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CHANNEL RICHNESS AND USE OF
COMMUNICATION MEDIA
Low High
RichnessRichness
Richness of Communication
- Impersonal -Personal
- One-way - Two-way
- Fast - Slow
PostingsE-bulletins
Memos,
lettersE-mail
Voice mail
Tele.,
emtg
s
Face-to-
face mtgs
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STEPS TO KEEP COMMUNICATION CHANNELS
OPEN
1. Management by walking around(MBWA)
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STEPS TO KEEP COMMUNICATION CHANNELS
OPEN
1. Management by walking around(MBWA)
2. Proxemics and Space Design
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STEPS TO KEEP COMMUNICATION CHANNELS
OPEN
1. Management by walking around(MBWA)
2. Proxemics and Space Design
3. Technology Utilization
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STEPS TO KEEP COMMUNICATION CHANNELS
OPEN
1. Management by walking around(MBWA)
2. Proxemics and Space Design
3. Technology Utilization
4. Valuing Culture and Diversity
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PERCEPTIONThe process through which people receive, organize,and interpret information from the environment.
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PERCEPTIONThe process through which people receive, organize,and interpret information from the environment.
Attribution the process of developingexplanations for events.
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PERCEPTIONThe process through which people receive, organize,and interpret information from the environment.
Attribution the process of developingexplanations for events.
Attribution Errorblaming another personsperformance failures more on the person himself
than to external factors relating to the environment.
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PERCEPTIONThe process through which people receive, organize,and interpret information from the environment.
Attribution the process of developingexplanations for events.
Attribution Errorblaming another personsperformance failures more on the person himself
than to external factors relating to the environment.
Self-serving bias explaining personal successby internal causes and personal failures by
external causes.
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PERCEPTION AND COMMUNICATIONS
Message
Feedback
Perceptual Distortions-
Senders
Perception
SENDER
Receivers
perception
RECEIVER
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PERCEPTION AND COMMUNICATIONS
Message
Feedback
Perceptual Distortions
- Stereotypes- Halo effects
- Selective perceptions
- Projection
Senders
Perception
SENDER
Receivers
perception
RECEIVER
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Perceptual tendencies and distortions.
A stereotype occurs when someone is identified with a group orcategory, and then oversimplified attributes associated with
the group or category are used to describe the individual.
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Perceptual tendencies and distortions.
A stereotype occurs when someone is identified with a group orcategory, and then oversimplified attributes associated with
the group or category are used to describe the individual.
A halo effect occurs when one attribute is used to develop an
overall impression of a person or situation.
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Perceptual tendencies and distortions.
A stereotype occurs when someone is identified with a group orcategory, and then oversimplified attributes associated with
the group or category are used to describe the individual.
A halo effect occurs when one attribute is used to develop an
overall impression of a person or situation.
Selective perception is the tendency to single out for attentionthose aspects of a situation or a person that reinforce or
appear consistent with ones existing beliefs, values, or
needs.
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Perceptual tendencies and distortions.
A stereotype occurs when someone is identified with a group orcategory, and then oversimplified attributes associated with
the group or category are used to describe the individual.
A halo effect occurs when one attribute is used to develop an
overall impression of a person or situation.
Selective perception is the tendency to single out for attentionthose aspects of a situation or a person that reinforce or
appear consistent with ones existing beliefs, values, or
needs.
Projection is the assignment of personal attributes to otherindividuals.
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THE NATURE OF CONFLICT
Conflict is a disagreement between people onsubstantive or emotional issues.
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THE NATURE OF CONFLICT
Conflict is a disagreement between people onsubstantive or emotional issues.
Substantive conflicts involve disagreements over
such things as goals and tasks, allocation ofresources, distribution of rewards, policies and
procedures, and job assignments.
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THE NATURE OF CONFLICT
Conflict is a disagreement between people onsubstantive or emotional issues.
Substantive conflicts involve disagreements over
such things as goals and tasks, allocation ofresources, distribution of rewards, policies and
procedures, and job assignments.
Emotional conflicts arise from feelings of anger,distrust, dislike, fear, and resentment, as well as
from personality clashes and relationship
problems.
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
Functional conflict, or constructive conflict,stimulates people toward greater work efforts,
cooperation, and creativity.
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
Functional conflict, or constructive conflict,stimulates people toward greater work efforts,
cooperation, and creativity.
Dysfunctional conflict, or destructive conflict, hurtstask performance.
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COMMUNICATION AND CONFLICT MANAGEMENT
Positive Moderate
Impact on levels of conflict
are constructive
Neutral
Performance Too little or too much conflict
is destructive
Negative
Low Intensity of Conflict High
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COMMUNICATION AND CONFLICT MANAGEMENT
Positive Moderate
Impact on levels of conflict
are constructiveFunctional Conflict
Neutral
Performance Too little or too much conflict
is destructive
Negative Dysfunctional Conflict
Low Intensity of Conflict High
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CAUSES OF CONFLICT
1. Role ambiguities unclear job expectations and
other task uncertainties.
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CAUSES OF CONFLICT
1. Role ambiguities unclear job expectations and
other task uncertainties.
2. Resource scarcities
sharing resources withothers or competing for resources.
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CAUSES OF CONFLICT
1. Role ambiguities unclear job expectations and
other task uncertainties.
2. Resource scarcities
sharing resources withothers or competing for resources.
3. Task interdependencies dependence of
individuals or groups on each other in order toperform well.
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CAUSES OF CONFLICT (continued)
4. Competing objectivespoorly set objectives or
poorly designed reward systems may pit
individuals and groups against each other.
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CAUSES OF CONFLICT (continued)
4. Competing objectivespoorly set objectives or
poorly designed reward systems may pit
individuals and groups against each other.
5. Structural differentiation differences in
organization structures and the people staffing
them.
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CAUSES OF CONFLICT (continued)
4. Competing objectivespoorly set objectives or
poorly designed reward systems may pit
individuals and groups against each other.
5. Structural differentiation differences in
organization structures and the people staffing
them.
6. Unresolved prior conflictsunless a conflict is
fully resolved, it may remain latent and re-emerge.
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How to deal with conflict
a. Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.
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How to deal with conflict
a.Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.
b. Making more resources available to everyone.
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How to deal with conflict
a.Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.
b. Making more resources available to everyone.
c. Changing the people by replacing or transferring one ormore of the conflicting parties.
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How to deal with conflict
a.Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.
b. Making more resources available to everyone.
c. Changing the people by replacing or transferring one ormore of the conflicting parties.
d. Altering the physical environment by rearrangingfacilities, workspace, and workflows to reduceopportunities for conflict.
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How to deal with conflict
a.Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.
b. Making more resources available to everyone.
c. Changing the people by replacing or transferring one ormore of the conflicting parties.
d. Altering the physical environment by rearrangingfacilities, workspace, and workflows to reduceopportunities for conflict.
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CONFLICT MANAGEMENT STYLES
a.Cooperativeness is the desire to satisfy the otherpartys needs and concerns.
b.Assertiveness is the desire to satisfy ones ownneeds and concerns.
High
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Accommodation orSmoothing
____________________Playing down the conflict and
seeking harmony amongparties
Collaboration orProblem Solving
_________________
Searching for a solution thatmeets each others needs
Avoidance_________________
Denying the existence of
conflict and hiding ones true
feelings
Competition or
AuthoritativeCommand
______________________
Forcing a solution to impose
ones will on the other party
CompromiseBargaining for gains and losses to each
party
g
Low
Low High
Degree ofCooperativeness
Degree ofAssertiveness
ALTERNATIVE CONFLICT MANAGEMENT STYLES
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Negotiation is a problem-solving process in which
two or more people voluntarily discuss their
differences and attempt to reach a joint decision on
their common concerns.
Christopher W. Moore, PhD
NEGOTIATION
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Negotiation requires participants to identify issues
about which they differ, educate each other about
their needs and interests, generate possiblesettlement options and bargain over the terms of the
final agreement.
Christopher W. Moore, PhD
NEGOTIATION
El t f N ti ti
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Elements of Negotiation
1. Negotiation is primarily a two-party orinterpersonal processtwo individuals, twogroups, two organizations.
El t f N g ti ti
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Elements of Negotiation
1. Negotiation is primarily a two-party or
interpersonal processtwo individuals, two
groups, two organizations.
2. The parties have a conflict in interest.
Elements of Negotiation
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Elements of Negotiation
1. Negotiation is primarily a two-party orinterpersonal processtwo individuals, two
groups, two organizations.
2. The parties have a conflict in interest.3. Negotiation is largely a voluntary activity.
Elements of Negotiation
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Elements of Negotiation
1. Negotiation is primarily a two-party or
interpersonal processtwo individuals, two
groups, two organizations.
2. The parties have a conflict in interest.3. Negotiation is largely a voluntary activity.
4. Negotiations involve the management oftwokinds of entities: the tangibles and
intangibles.
Elements of Negotiation
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Elements of Negotiation
1. Negotiation is primarily a two-party or
interpersonal processtwo individuals, two
groups, two organizations.
2. The parties have a conflict in interest.3. Negotiation is largely a voluntary activity.
4. Negotiations involve the management of two
kinds of entities: the tangibles and intangibles.
5. It is a process of give and take.
NEGOTIATION GOALS AND APPROACHES
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NEGOTIATION GOALS AND APPROACHES
Two Important Goals:
1. Substance Goalsconcerned withoutcomes, tied to content
NEGOTIATION GOALS AND APPROACHES
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NEGOTIATION GOALS AND APPROACHES
Two Important Goals:
1. Substance Goalsconcerned withoutcomes, tied to content
2. Relationship Goalsconcerned withprocesses, tied to way people work togetherwhile negotiating and how they will be able to
work again in the future.
NEGOTIATION GOALS AND APPROACHES
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NEGOTIATION GOALS AND APPROACHES
Two Approaches:
1. Competitive or Distributive Negotiationfocuses on claims made by each party for
certain preferred outcomes.
NEGOTIATION GOALS AND APPROACHES
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NEGOTIATION GOALS AND APPROACHES
Two Approaches:
1. Competitive or Distributive Negotiationfocuses on claims made by each party for
certain preferred outcomes.2. Principled or Integrative Negotiation
focuses on substance and the interests of all
parties.
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THREE CRITERIA FOR EFFECTIVE NEGOTIATION
a. Qualitynegotiating a wise agreement that istruly satisfactory to all sides.
b. Cost negotiating efficiently, using up minimumresources and time.
c. Harmony negotiating in a way that fosters,
rather than inhibits, interpersonal relationships.
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GAINING INTEGRATIVE AGREEMENT
Four rules of principled negotiation:
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GAINING INTEGRATIVE AGREEMENT
Four rules of principled negotiation:
1. Separate the people from the problem.
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GAINING INTEGRATIVE AGREEMENT
Four rules of principled negotiation:
1. Separate the people from the problem.
2. Focus on interests, not position.
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GAINING INTEGRATIVE AGREEMENT
Four rules of principled negotiation:
1. Separate the people from the problem.
2. Focus on interests, not position.3. Generate many alternatives before deciding
what to do.
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GAINING INTEGRATIVE AGREEMENT
Four rules of principled negotiation:
1. Separate the people from the problem.
2. Focus on interests, not position.3. Generate many alternatives before deciding
what to do.
4. Insist that results are based on some
objective standard.
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GAINING INTEGRATIVE AGREEMENT
Four rules of principled negotiation:
1. Separate the people from the problem.
2. Focus on interests, not position.3. Generate many alternatives before deciding
what to do.
4. Insist that results are based on some
objective standard.
GAINING INTEGRATIVE AGREEMENTS
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GAINING INTEGRATIVE AGREEMENTS(continued)
Two important foundations for integrative agreements:
GAINING INTEGRATIVE AGREEMENTS
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GAINING INTEGRATIVE AGREEMENTS(continued)
Two important foundations for integrative agreements:
1. Attitudinal Foundation willingness to trust, shareinformation with, and ask reasonable questions.
GAINING INTEGRATIVE AGREEMENTS
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GAINING INTEGRATIVE AGREEMENTS(continued)
Two important foundations for integrative agreements:
1. Attitudinal Foundation willingness to trust, shareinformation with, and ask reasonable questions.
2. Informational Foundation each party knowing what isreally important to them and finding out what is really
important to the other party. Both parties should
understand theirbest alternatives to a negotiatedagreement (BATNA).
GAINING INTEGRATIVE AGREEMENTS
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GAINING INTEGRATIVE AGREEMENTS(continued)
Two important foundations for integrative agreements:
1. Attitudinal Foundation willingness to trust, shareinformation with, and ask reasonable questions.
2. Informational Foundation each party knowing what isreally important to them and finding out what is really
important to the other party. Both parties should
understand theirbest alternatives to a negotiatedagreement (BATNA).
BATNA - Knowing What will I do if an agreement cant
be reached?
THE BARGAINING ZONE IN CLASSIC TWO-PARTY NEGOTIATION.
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Bargaining Zone
P 400Mi
P 1000Ui
Mi = Managements initial offer Ui = Unions initial offer.
THE BARGAINING ZONE IN CLASSIC TWO-PARTY NEGOTIATION.
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Bargaining Zone
P 400Mi
P 500Ur
P 700Mr
P 1000Ui
Mi = Managements initial offerUr =Unions minimum reservation
point
Mr = Managements maximum reservationpoint
Ui = Unions initial offer.
NEGOTIATION PITFALLS
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NEGOTIATION PITFALLS
Four negotiation pitfalls that can be avoided byproper discipline and personal attention:
NEGOTIATION PITFALLS
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NEGOTIATION PITFALLS
Four negotiation pitfalls that can be avoided byproper discipline and personal attention:
1. Falling prey to the myth of the fixed pie.
NEGOTIATION PITFALLS
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NEGOTIATION PITFALLS
Four negotiation pitfalls that can be avoided byproper discipline and personal attention:
1. Falling prey to the myth of the fixed pie.
2. Non-rational escalation of the conflict.
NEGOTIATION PITFALLS
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NEGOTIATION PITFALLS
Four negotiation pitfalls that can be avoided byproper discipline and personal attention:
1. Falling prey to the myth of the fixed pie.
2. Non-rational escalation of the conflict.3. Overconfidence and ignoring the other partys
needs.
NEGOTIATION PITFALLS
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NEGOTIATION PITFALLS
Four negotiation pitfalls that can be avoided byproper discipline and personal attention:
1. Falling prey to the myth of the fixed pie.
2. Non-rational escalation of the conflict.3. Overconfidence and ignoring the other partys
needs.
4. Tendency to do too much telling and too little
hearing.
ALTERNATIVE DISPUTE RESOLUTION
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ALTERNATIVE DISPUTE RESOLUTION
MEDIATION
In mediation a neutral party tries to help conflictingparties improve communication to resolve their dispute.
ARBITRATION
In arbitration a neutral third party issues a bindingdecision to resolve a dispute.
ETHICAL ISSUES IN NEGOTIATION
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ETHICAL ISSUES IN NEGOTIATION
1. Managers, and other negotiators, should maintain
high ethical standards when negotiating.
ETHICAL ISSUES IN NEGOTIATION
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ETHICAL ISSUES IN NEGOTIATION
1. Managers, and other negotiators, should maintain
high ethical standards when negotiating.
2. Motives for unethical negotiation. Overemphasis of the profit motive.
Competitive desire to win a negotiation.
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ETHICAL ISSUES IN NEGOTIATION
1. Managers, and other negotiators, should maintain
high ethical standards when negotiating.
2. Motives for unethical negotiation. Overemphasis of the profit motive.
Competitive desire to win a negotiation.
3. Tendency for rationalization. The results justifythe means.
ETHICAL ISSUES IN NEGOTIATION(continued)
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ETHICAL ISSUES IN NEGOTIATION(continued)
While acceptance of and rationalizations ofunethical negotiating behavior can lead toshort-run gains---
---long-run losses may also accrue as theother parties lose their trust in the
negotiator or seek revenge.
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