Strategies for Leading and Managing Organizations,Strategies for Negotiation and Conflict Resolution,Todays Agenda,Final Exam and Team Projects - Questions Review of Power and Networks Tech Park Negotiation 4th Floor BREAK Key Concepts for Effective Negotiation Next Week,Power & Networks - review,What are a managers major sources of power? What are the main differences between cliques and entrepreneurial networks? (Structure, managing them, contributions) Leadership and Networks (next slide).,Transformational Leadership * Idealized influence (Leader Behavior) “She emphasizes the importance of our collective mission” * Idealized influence (Leader Attributes) “Her actions build my respect for her” * Inspirational motivation “She articulates a compelling view of the future” * Intellectual stimulation “She seeks different perspectives when solving problems” * Individualized consideration “She spends time teaching and coaching” Transactional Leadership * Contingent rewards “He expresses satisfaction when I do a good job” *Enforcing standards (Active management by exception) “He directs my attention toward failure to meet standard” * Crisis handling (Passive Management by exception) “He intervenes when problems get serious”,Leadership of Change (Next week),Influence Tactics -week 3(Osland, Kolb & Rubin),Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition formation Legitimating tactics Pressure,When do managers negotiate?,Preparation is Key,Assess Your Own: Goals or Aspirations BATNA = Best Alternative to a Negotiated Agreement Reservation Price,BATNA & Reservation Price,BATNA What each negotiator will do if no agreement is reached or what will happen if negotiators fail to reach an agreement. Reservation Price The most a negotiator is willing to offer or the least a negotiator is willing to take in order to reach an agreement.,Example - looking for a new job,BATNA - Stay at your current job ($100,000 salary plus other factors) Reservation Price & Target Price $110,000 $150,000 Reservation Target Price (salary) Salary How do we determine these?,Preparation is Key: Part II,Assess the Other Partys: Goals or Aspirations BATNA = Best Alternative to a Negotiated Agreement Reservation Price,Bargaining Zone,The bargaining zone is the space between the buyers reservation price and the sellers reservation price - that is, the zone of possible agreement.,$18,000 $20,000 $22,000 $24,000,Target Reservation Reservation Target Price Price Price Price Buyer Seller Buyer Seller,BARGAINING ZONE,Dont Reveal Your Reservation Price,“One of the critical pieces of information in a negotiation is your reservation point. If it becomes known to the other party, they can push for a resolution that is only marginally acceptable you.” When might you make an exception to this rule?,Distributive Negotiations,Involve Only One Issue Involve Fixed-Sum Games One persons gain is another persons loss. Almost Directly Conflicting Interests Each party is attempting to maximize his/her share of the fixed sum payoff. Simply Dividing the “Pie”: Goal is to claim value Win/Lose Situation,Integrative Negotiations,Involve Multiple Issues Opportunity for Enlarging the Pie: Goal is to create value Can Increase the Benefits Available to Each Side by “Capitalizing on the Differences in the Parties Preferences” Opportunity for a Win/Win Situation,Expanding the pie - Seeking trade-offs,Differences in Priorities Differences in the Assessments of the Probability of Future Events Differences in Risk Preferences Differences in Time Preferences,Limiting Judgements & Biases,Fixed pie assumption Escalation Loss frames (risk seeking) Anchoring and adjustment Availability bias Overconfidence Winners curse etc,How to get Information to Create Integrative Agreements,Build Trust Ask Questions - Listen to the Answers Give Away Some Information Use Silence to Your Advantage Focus on interests and not positions Make Multiple Offers Simultaneously Search for Post-Settlement Settlements,Improving Multi-Party Negotiations,Expand the Pie to Include Several Negotiable Issues Discuss Priorities and Preferences Among Issues Spend Time and Effort Problem Solving - Consider Unique and Innovative Solutions Dont Reach Final Agreement on Issues Sequentially Only Agree to a Complete Package Be Unwilling to Give In On High Priority Issues Consider All Possible Coalitions Audit your judgements Organize and Plan Ahead!,Cultural Factors and the International Negotiating Process,Source: Acuff (1993),Influence,Cultural Factors 1. Use of Time 2. Individualism vs. Collectivism 3. Role Orderliness and Conformity 4. Patterns of Communication high vs. low context nonverbal vs. verbal,International Negotiating Process,Pace,Negotiating Strategies,Personal Relationships,Emotional Aspects,Decision Making,Contractual and Admini