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Chapter 7

Chapter 7. Negotiations. Introduction. Negotiation – bargaining with one or more parties for the purpose of arriving at a solution acceptable to all. Steps of the Negotiation Process:. Planning Interpersonal relationship building Exchange of task related information Persuasion Agreement.

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Chapter 7

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  1. Chapter 7 Negotiations

  2. Introduction • Negotiation – bargaining with one or more parties for the purpose of arriving at a solution acceptable to all

  3. Steps of the Negotiation Process: • Planning • Interpersonal relationship building • Exchange of task related information • Persuasion • Agreement

  4. Planning • Planning start with the negotiators identifying the objectives that they would like to attain. • Explore the possible options for reaching these objectives

  5. Impersonal relationship building • Getting to know the people on the other side • Negotiators in many countries such as US often give little attention to this phase- they want to get down to business immediately and this is an ineffective approach

  6. Exchange task related information • Each group sets forth its position on the critical issues • The participant try to find out what the other party wants to attain and what it is willing to give up

  7. Persuasion • The most important step. • The success depends on how well the parties understand each other’s position, the ability of each to identify areas of similarity and differences, the ability to create new options and the willingness to work toward a solution that allow all parties to walk away feeling they have achieved their objectives

  8. Agreement • Final phase of negotiation • Sometimes, this phase is carried out piecemeal and agreement are made on issues one at a time. (US) • Asian and Russian tend to negotiate a final agreement on everything.

  9. Cultural Differences Affecting Negotiations • Don’t identify counterpart’s home culture too quickly; common cues such as accent may be unreliable. • Beware of Western bias toward “doing”. Ways of being, feeling, thinking, talking can shape relationships more powerfully than doing. • Counteract tendency to formulate simple, consistent, stable images. • Don’t assume all aspects of culture are equally significant. • Recognize norms for interactions involving outsiders may differ from those for interactions between compatriots. • Don’t overestimate familiarity with counterpart’s culture.

  10. Negotiation Tactics • Location - normally business choose a neutral site. • Time limits • Buyer-seller relationship • Bargaining behaviors • Use of extreme behaviors • Promises, threats and other behaviors • Nonverbal behaviors

  11. Discussion • Negotiation across culture

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