Chapter 9: Relationships in Negotiation

Chapter 9: Relationships in Negotiation

Negotiating through Others within a Relationship

·        The Adequacy of Established Theory and Research for Understanding Negotiation within Relationships

·        Forms of Relationships

·        Key Elements in Managing Negotiations within Relationships

·        Forms of Relationships

Four fundamental relationship forms:

1. Communal sharing

2. Authority ranking

3. Equality matching

4. Market pricing

Negotiations in Communal Relationships

Parties in a communal sharing relationship:

·        Are more cooperative and empathetic

·        Craft better quality agreements

·        Perform better on both decision making and motor tasks

·        Focus their attention on the other party’s outcomes as well as their own

·        Focus attention on the norms that develop about the way that they work together

·        Are more likely to share information with the other and less likely to use coercive tactics

·        Are more likely to use indirect communication about conflict issues, and develop a unique conflict structure

·        May be more likely to use compromise or problem solving strategies for resolving conflicts

Key Elements in Managing Negotiations within Relationships

·        Reputation

·        Trust

·        Justice

Question

1. Why American Managers Might Have Trouble in Cross-Cultural Negotiations?

§        Italians, Germans, and French don’t soften up executives with praise before they criticize. Americans do, and to many Europeans this seems manipulative. Israelis, accustomed to fast-paced meetings, have no patience for American small talk.

§        British executives often complain that their U.S. counterparts chatter too much. Indian executives are used to interrupting one another. When Americans listen without asking for clarification or posing questions, Indians can feel the Americans aren’t paying attention.

§        Americans often mix their business and personal lives. They think nothing, for instance, about asking a colleague a question like, “How was your weekend?” In many cultures such a question is seen as intrusive because business and private lives are totally compartmentalized.

2. What can Ethics Guerillas do?

·        Secretly blow the whistle inside the organization

·        Quietly blow the whistle to a responsible higher-level manage

·        Secretly threaten the offender with blowing the whistle

·        Secretly threaten an ethically responsible manager with blowing the whistle outside the organization

·        Publicly threaten a responsible manager with blowing the whistle

·        Sabotage the implementation of the unethical behavior

·        Publicly blow the whistle outside the organization

·        Strengths of Single-Loop Forcing Methods

·        Limitations of Single-Loop Forcing Methods

3. What are the Four Criteria of Effective Negotiation?

1. Quality: getting a “wise” agreement satisfactory to all sides

2. Cost: being efficient, using minimum resources and time

3. Harmony: acting to strengthen rather than weaken relationships

4. Implementation: gaining real commitments to live up to agreements