Midterm Review

Do not know if it is an option & Uncomfortable

Approve of the status quo, The issues are too important, There is no room to plan for a negotiation

Expecations and beliefs

One person's gain is another person's loss with conflicting interests

Best alternative to a negotiated agreement, the second best choice if impasse is reached

Zone of possible agreement, the space between sellers RV and buyers RV

the bottom line, the point at which the negotiator is indifferent between an agreement and an impasse

The outcome a negotator hopes to acheive in the negotiation

Talking and not listening, making a weak first offer

calculate BATNA, RP, assess other's BATNA, other's RP

How much do you know about the other side's RV? Figure out ZOPA

Easy to become vulnerable to it, what does the other side know?`

Make it a high one, make the number a precise one

develop a rationale effectivley, do not make uniulateral concesssions

the goal is a win/win situation, multi issue complexity, long term relationship

the goal is a win/lose, single issue, short term relationship

the walk away value that you can calcualte using all of the issues in the negotation

Giving the other side something they want more and getting something you want more

The idea that no one party can be made better off without making the other party worse off

Allows negotiators to avoid arguing about the liklehood of some future event

Agreements that are negotatioed after the initial agreement is finalized

1. Door in the face
2. Foot in the door
3. Highlight potential Losses
4. Provide lots of small wins
5. Provide a justification for the demand and offer evidence
6. Leverage the power of social proof
7. Make token unilateral concessions
8. Use reference points to make your offers seem more reasonable

complete and gather information, triangualte the truth

when you do not look prepared
when you do not have enough info

build trust, ask questions, give some information

Interests may not be aligned, the agent may care more about what is on paper than the relationship

Interests, rights, power

Only do it if there is an impasse, but people may not be willing to participate, difficult to return to a focus on interests

Do not reveal how weak you are, leverage their weak BATNA, reliquish your power

showcase exactly what you can offer them

1. Look prepared
2. Signal your ability to obtain information
3. Ask less threatening info
4. Do not lie

1. Gather info
2. Detect lies
3. Triangulate the truth
4. Be alter to wandering answers
5. Use contingency contracts

1. Incorporate reputation and relationship costs into your calculation
a. Adopt a long term perspective on this
2. Prepare to answer difficult questions
a. Avoids lying and mitigates the perception one is desperate
3. Try not to negotiate while under time pressure
4. Refuse to answer certain questions
5. Offer to answer a different question
a. The idea is to be upfront abt your inability or unwillingness to answer such a question
6. Change reality to make the truth more bearable
7. Eliminate constraints that tempt you to lie

The idea that our ability to make ethical choices is often limited or restricted because of internal and external pressures

Value creation that occurs when negotiators at the table are made better off because they have extracted value from parties who are not at the bargaining table