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COMMUNICATION COMMUNICATION & &

NEGOTIATIONNEGOTIATION

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CONTENTCONTENT

Part 1: NEGOTIATION & COMMUNICATION

Part 2: NEGOTIATION STRATEGY

Part 3: COMMUNICATION POWER IN

NEGOTIATION

Part 4: COMMUNICATION SKILLS IN

CONFLICT RESOLUTION AND

NEGOTIATION

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Part 1Part 1

NEGOTIATION NEGOTIATION

& &

COMMUNICATIONCOMMUNICATION

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NEGOTIATION

Negotiation is never separated from human life because the nature of human life is dynamic and it is necessary to make relationship with other people all the time.

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WHAT IS NEGOTIATIONWHAT IS NEGOTIATION ? ? “We don’t get what we want in this life, we get

what we negotiate.” (Gary Karrass ) Negotiation, although similar to decision

making or joint problem solving, is a special type of social interaction – one distinguished by goals, relationships and normative practices that differ from other types of communication (Donohue, Diez & Stahle, 1983)

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Negotiation as bargaining entails two or more interdependent parties who perceive incompatible goals and engage in social interaction to reach a mutually satisfactory outcome (Sawyer & Guetzkow, 1988)

Gennard and Judge (1997) in the article of Conflict and Negotiation claim that negotiation involves two elements: Purposeful persuasion  Constructive compromise.

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      TYPES OF NEGOTIATIONTYPES OF NEGOTIATION Two types of negotiation process (Silondae, 2003):

1) Positional based bargaining each party identifies their most desired outcome, accepts

that as their position and then attempts to reach agreement by incrementally moving towards a mid point somewhere between the two.

2) Interest based bargaining solving process that strives to reach an integrative

solution rather than distributing rewards in win/lose manner or relying on compromise.

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THE NEGOTIATION PROCESSTHE NEGOTIATION PROCESS

Preparation and Planning 

Definition of ground rules 

Clarification and Justification 

Bargaining and Problem Solving 

Closure and implementation

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EFFECTIVE NEGOTIATIONEFFECTIVE NEGOTIATION Advocates who negotiate effectively are often more

successful at achieving their goals and more experience continued success in their efforts.

Successful negotiator will display their excellent negotiation skills in the negotiation process.

Resolve conflicts and disputes by engages both parties stay together and participate in decision making, better understanding and appreciate the motivations and core concerns of the other parties.

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EFFECTIVE COMMUNICATIONEFFECTIVE COMMUNICATION

Process of human beings symbolically responding to the other persons.

Communication competence is the ability to get what you seek from others in a manner that maintains the relationship on terms acceptable to both you and the other person.

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      RELATIONSHIPS BETWEEN EFFECTIVE RELATIONSHIPS BETWEEN EFFECTIVE COMMUNICATION AND EFFECTIVE COMMUNICATION AND EFFECTIVE

NEGOTIATIONNEGOTIATION Bell (1988) in the book of Communication and

Negotiation contends that negotiation is primarily a complex process of verbal and nonverbal interaction.

Communication is an essential tool in order to exchange messages between the negotiators.

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An effective negotiator should have the proficient skills of communications to conduct an effective negotiation in order to gain maximum benefit.

Effective organizational communication requires a climate or culture that supports effective communication.

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Part 2Part 2

NEGOTIATION STRATEGYNEGOTIATION STRATEGY

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NEGOTIATION STRATEGYNEGOTIATION STRATEGYDefinition LEWICKI, SAUNDERS AND MINTON

(2001) : THE WORD ITSELF COMES FROM THE GREEK

TERM FOR THE ART AND ACTIVITY OF THE MILITARY GENERAL, AND INCLUDES THE ATTRIBUTES OF VISION,PREPARATION, RESPONSIBILITY, AND OVERSIGHT

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Mintzberg & Quinn (1991) define strategy as “the pattern or plan that integrates an organization’s major targets, policies, and action sequence into a cohesive whole.”

In game theoretic terms, a strategy is “a complete plan: a plan which specifies what choices (a game player) will make in every possible situation.”

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Mc Donald (1963) departs from the classical model to identify four elements typical to real world strategy formulation: choice, chance, interdependence, and imperfect information.

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TYPE OF STRATEGIESTYPE OF STRATEGIES

AVOIDING STRATEGY (LOSE-LOSE) ACCOMMODATING STRATEGY (LOSE TO WIN) COMPETITIVE STRATEGY (WIN TO LOSE) THE COLLABORATIVE STRATEGY (WIN-WIN) COMPROMISING STRATEGY(SPLIT THE

DIFFERENCE)

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Avoiding StrategyAvoiding Strategy (Lose-Lose) (Lose-Lose)

EMPLOYING AN AVOIDING STRATEGY MEANS THE NEGOTIATOR BASICALLY, SEES NEGOTIATION AS A WASTE OF TIME OR NOT WORTH PURSUING.

THE AVOIDING STRATEGY IS USED INFREQUENTLY

THIS STRATEGY IS CHOSEN BECAUSE NEGOTIATIONS CAN BE COSTLY AND THERE ARE MANY CASES WHERE NEGOTIATORS WOULD BE BETTER OFF TO DROP THE MATTER ENTIRELY

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IF THE AVOIDER REFUSES TO NEGOTIATE WHEN THE OTHER PARTY WANTS TO, THIS MAY HAVE A NEGATIVE EFFECT ON THE RELATIONSHIP

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Accommodating StrategyAccommodating Strategy (Lose - Win) (Lose - Win)

IN THIS STRATEGY, THE NEGOTIATOR BACK OFF,CONCERN FOR THE OUTCOME TO PRESERVE THE RELATIONSHIP: NEGOTIATOR INTENTIONALLY “LOSE” ON THE OUTCOME DIMENSION IN ORDER TO “WIN” ON THE RELATIONSHIP DIMENSION.

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USED TO ENCOURAGE A MORE INTERDEPENDENT RELATIONSHIP, TO INCREASE SUPPORT AND ASSISTANCE FROM THE OTHER, OR EVEN TO COOL OFF HOSTILE FEELINGS IF THERE IS TENSION IN THE RELATIONSHIP.

USUALLY SHORT TERM.

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Competitive StrategyCompetitive Strategy (Win - Lose) (Win - Lose)

The thinking and goals in this strategy are short term: to maximize the magnitude of the outcome right now, and to not care about either the long-term consequences of this strategy or the relationship.

the outcomes (resources, gains, profits, etc.) are seen as finite and limited in amount or size, the person engaging in a competitive strategy wants to get as much of those outcomes as possible.

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The competitive strategy tends to emphasize the differences between the parties, promoting a “we/they” attitude.

Thus, the relationship during negotiation in a competitive situation will be characterized by lack of trust and even by conflict.

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Each side has a bargaining range, which consists of a starting point, a target and an ending point or walk away.

Bargaining occurs because the bargaining range for each party is different. During bargaining, attempt should be made to bring the two ranges into overlap so that each party is satisfied.

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An alternative or BATNA (Best Alternative to a Negotiated Agreement) is an option that can be pursued if the current negotiation fails.

It is an outcome outside the scope of the negotiation with this other party, and can be pursued if it appears more attractive than any potential outcome from this negotiation.

competitive strategy can be costly and time-consuming, especially if each party holds out for all its demands.

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The Collaborative Strategy The Collaborative Strategy (Win-Win)(Win-Win)

In this strategy, parties to the negotiation either begin with compatible goals or are willing to search for ways to pursue their goals so that both can gain.

both parties consider the relationship and the outcome to be equally important.

To make this strategy work, both parties to the negotiation must be willing to use the collaborative strategy

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For this strategy to work there must be a high degree of trust, openness, and cooperation.

In order for collaborative to succeed, both parties need to be committed to: Understanding the other party’s needs and objectives Providing a free flow of information, both ways Finding the best solutions to meet the need of both sides

Obstacles to implement collaborative strategy are as follows: One party does not see the situation as having the

potential for collaboration One party is motivated only to accomplish its own ends One party is being competitive

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Compromising Strategy Compromising Strategy (Split The Difference)(Split The Difference)

In this strategy, each side will have to modify their priorities for the relationship and for the preferred outcomes.

the parties are making a decision that compromising is preferred because, on the one hand, both parties gain something, and yet compromising does not require all the intentional effort required for collaboration.

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Three major reasons to choose this strategy:A collaborative strategy does not seem to

be possible. The existing relationship does not permit collaborative strategy. Not on good terms.

Not enough time to go for collaborative strategy.

Both parties gain something on the negotiations.

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Part 3Part 3

COMMUNICATION POWER COMMUNICATION POWER IN NEGOTIATIONIN NEGOTIATION

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COMMUNICATION POWER IN COMMUNICATION POWER IN NEGOTIATIONNEGOTIATION

Fisher, Ury & Patton (1993), good communication is an especially significant source of negotiating power.

Lewicki, Hiam and Olander (1996) When negotiations break down, the major reason is usually communication. After all, what is negotiation but communication?

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Putnam & Roloff (1992) states that communication in bargaining entails multiple factors, including verbal messages, nonverbal cues, vocal overtones, information exchange, language, communication media, symbols and meaning.

Lewicki, Saunders & Minton (2001), communication in negotiation is not limited to the exchange of offers and counteroffers. Important aspect that has been studied is how sharing information with the other party influences the negotiation process

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There are really four parts to even the simplest communication:

WHAT YOU SAY WHAT YOU MEAN WHAT OTHER PERSON HEARS WHAT OTHER PERSON THINKS YOU

SAID

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According to Hatch (1983), the art of persuasion is nothing more than a systematic approach to a communication activity that everyone performs continually

When to use persuasion: you want your audience to do something audience would not perform if you simply request

PERSUASIONPERSUASION

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Lange and Jakubowski (1976) stated that assertion involves standing up for personal rights and expressing thoughts, feelings and beliefs in direct, honest and appropriate ways which respect the rights of other people

Kent and Touwen (2001), following are three steps to communicate assertively: Describe Express Specify

ASSERTIVE BEHAVIORASSERTIVE BEHAVIOR

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Bienvenu & Timm (2002), gives audiences a message they probably would rather not get

Determine how you are perceived and might affect your future relationship

How to communicate: Be emphatic Avoid false sincerity Avoid sexist or exclusionary language

BAD-NEWS STRATEGYBAD-NEWS STRATEGY

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Rackham (2003), because negotiation frequently involves conflict, negotiators may become heated and use emotional or value loaded behaviours

Once initiated, this behaviour tended to form a spiral of increasing intensity: one negotiator would attack; the other would defend himself and develop into a spiral

DEFEND/ATTACK SPIRALSDEFEND/ATTACK SPIRALS

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STRUCTURE OF THE MESSAGE The structure of your message can affect the

outcome and influence the other party DELIVERY STYLE

How the message is couch can have a positive and negative effect on its acceptance

FACTORS THAT AFFECT FACTORS THAT AFFECT COMMUNICATIONCOMMUNICATION

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VOCABULARY AND LANGUAGE The words used can affect the outcome of the

exchange between you and the other person

BODY LANGUAGE The actual message and the body language that

goes with it frequently provide the receiver with conflicting messages

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How do negotiators improve their communication? Here are some general principles by Lewicki, Hiam

& Olander (1996): Emphasize similarities of goals and objectives Styles of communication need to accommodate both

parties Know the objectives of the negotiations Know the other negotiator Think before you speak

SUGGESTIONS FOR IMPROVING SUGGESTIONS FOR IMPROVING COMMUNICATIONCOMMUNICATION

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Part 4 Part 4

COMMUNICATION SKILLS COMMUNICATION SKILLS IN CONFLICT IN CONFLICT

RESOLUTION AND RESOLUTION AND NEGOTIATIONNEGOTIATION

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explaining why people engage in conflict, and identify ways in which conflict may be resolved (Tidwell, 1998)

Conflict arises due to a variety of factors. Individual differences in goals, expectations,

values, proposed courses of action, and suggestions about how to best handle a situation are unavoidable

CONFLICT RESOLUTIONCONFLICT RESOLUTION

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Kent and Touwen (2001) Conflict is Constructive

when problems are resolved, productivity is enhanced, when parties understand each others needs, use the conflict to build cooperation and trust.

Conflict is Destructive Resolutions diminish, productivity decreases, believing their way is right, develop negative feelings toward each other.

Negotiation most control over the conflict and the outcome parties work together to resolve the conflict.

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COMMUNICATION IN CONFLICT COMMUNICATION IN CONFLICT RESOLUTION AND NEGOTIATIONRESOLUTION AND NEGOTIATION

Communication is key Make sure you talk about issues as they arise, and

develop an action plan to deal with conflict Remember that communication is 20% what you

say, and 80% how you say it! Behavior, body language, voice and tone, all influence how

the other party perceives your message (Alexopoulos, 2004) Be sensitive to non-verbal and verbal clues

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Communication skill is essential: The more information each side has about the

interests and needs of the other, the more likely both sides are to reach a mutually acceptable solution

A problem-solving approach that emphasizes collaboration rather than competition, more likely to result in a positive outcome

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Active Listening Giving Feedback Questioning De-escalate tension and conflict Improve your understanding of the opposition

COMMUNICATION SKILLSCOMMUNICATION SKILLS

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ACTIVE LISTENINGACTIVE LISTENING

Communication cannot simply be a one-way process.not simply listening, but it involves

concentration, attention, and responding as well.

requires a clear focus on understanding the speaker’s message.

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Characteristics of Listening ActivelyCharacteristics of Listening Actively

Listen in an understanding and supportive way Using non-verbal indicators;leaning forward, nodding your head

Listen for the whole message Do not interrupt the other party. If you disagree, do not become aggressive.

Restate the other party's comments, present your point of view, and return the dialogue to the other party by asking for a reaction to your views.

Do not make assumptions about others, their opinions, and feelings.

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“I know that you believe you understand what you think I said, but I am not sure you realize that what you heard is not what I meant.”

In conflict situations, people too frequently begin to frame their responses before the other party has finished speaking, impeding their ability to fully comprehend what is being said and inviting miscommunication based on incomplete messages.

To truly communicate, you must first understand.

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Benefits of Active ListeningBenefits of Active Listening

Prevent misunderstandings and clarifying the speaker’s meaning Increases your understanding while letting your opposition know you are

really listening. Summarizing what opponents has said by giving back a review of

what you heard. communication is accurate and that the main ideas expressed reached you.

Receive accurate and specific information and explore for more details

Asking questions; identify and explore options and alternatives Encouraging the opponents to tell more

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GIVING FEEDBACKGIVING FEEDBACK

Provide feedback as you actively listen, explore, and assess what you hear from the opposition.

Feedback is most useful when it is: Well-timed and focused on the issue under discussion

Focus your statements on the specific issue at hand.

Checked for clarity and understanding If feedback not clearly understood by the opposition, you will

not receive your objectives. Make sure feedback was heard and understood.

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QUESTIONINGQUESTIONING Questioning requires person answering to

organize his or her thoughts on the subject and then frame a response.

Asking appropriate questions can help: Gain more information Refocus a discussion Show respect for and interest in your opposition view Introduce information as well as options for solutions

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DE-ESCALATE TENSION AND DE-ESCALATE TENSION AND CONFLICTCONFLICT

Tensions will escalate no matter how well prepared you are Once anger is expressed, it tends to build unless one or both parties

attempt to diffuse the emotional tension

To de-escalate tension, try to: Speak slower Remind yourself: “We can find a solution that we both agree on.” Watch your language Listen to your voice Check that you are still listening to the other party

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IMPROVING YOUR IMPROVING YOUR UNDERSTANDING OF THE UNDERSTANDING OF THE

OPPOSITIONOPPOSITION In reaching mutually acceptable solutions,

Require the ability to imagine oneself in the other person’s position with his or her interests, needs.

How would you be thinking, planning and reacting if you were on the other side of the table?

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CONCLUSIONCONCLUSION Effective communication plays an important

role in an efficient negotiation process Effective negotiation is like the human body,

effective communication is at the heart of effective negotiation process.

Effective communication is a basic and necessary characteristic needed to increase the chances of an effective

negotiation process and to resolve conflict.