7. Actively Manage Coalitions-Those Against You, For You, and Unknown Coalitions can have very significant effects on the negotiation process and outcome. Negotiators should recognize three types of coalitions and their potential effects: (1) coalitions against them; (2) coalitions that support them; and (3) loose, undefined coalitions that may materialize either for or against them. Strong negotiators assess the presence and strength of coalitions and work to capture a strong, supportive coalition for their benefit. If this is not possible, negotiators need to work to prevent the other party from capturing a loose coalition for their purposes. When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals. Similarly, negotiators who are agents or representatives of a coalition must take special care to manage the agency relationship. Successfully concluding negotiations when a coalition is aligned against you is an extremely challenging task. It is important to recognize when coalitions are aligned against you and to work consciously to counter their influence. Frequently, this will involve a divide-and-conquer strategy, in which you try to increase dissent within the coalition by searching for ways to breed instability. Coalitions occur in many formal negotiations, such as environmental assessments and reaching policy decisions in an industry association. Coalitions may also have a strong influence in less formal settings, such as work teams and families, where different subgroups of people may not have the same interests. Managing coalitions is especially important when negotiators need to rely on other people to implement an agreement. It may be possible for negotiators to forge an agreement when the majority of people influenced are not in favor, but implementing the outcomes of that agreement will be very challenging. Strong negotiators need to monitor and manage coalitions proactively, and while this may take considerable time throughout the negotiation process, it will likely lead to large payoffs at the implementation stage. 8. Savor and Protect Your Reputation Reputations are like some eggs-take a long time to hatch, and are fragile, easy to break, and very hard to rebuild once broken. Reputations travel fast, and people often know more about you than you think they do. Starting negotiations with a positive reputation gives you a significant competitive advantage before you have asked for anything, and you should be vigilant in protecting your Page 271 reputation. Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future than those who have a reputation" for being honest and fair. Consider the following contrasting reputations: "tough but fair" versus "tough and devious." Negotiators prepare differently for others with these contrasting reputations. Negotiating with a tough but fair negotiator means preparing for potentially difficult negotiations while being aware that the other party will push hard for her perspective but will also be rational and fair in her behavior. Negotiating with a devious other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information. How are you perceived as a negotiator? What is your reputation with others at this point? What reputation would you like to have? Think about the negotiators you respect the most and their reputations. What is it about their behavior that you admire? Also think about the negotiators who have a bad reputation. What would it take for them to change your image of them? Rather than leaving reputation to chance, you can work to shape and enhance your reputation by acting in a consistent and fair manner. Consistency provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation. Fairness sends the message that you are principled and reasonable. Strong negotiators also periodically seek feedback from others about the way they are perceived and use that information to strengthen their credibility and trustworthiness in the marketplace. 9. Remember That Rationality and Fairness Are Relative Research on negotiator perception and cognition is quite clear (see Chapter 6): People tend to view the world in a self-serving manner and define the rational thing to do or a fair outcome or process in a way that benefits themselves. First, negotiators need to be aware of this tendency in both themselves and the other party. Negotiators can do three things to manage these perceptions proactively. First, they can question their own perceptions of fairness and ground them in clear principles. Second, they can find external benchmarks and examples that suggest fair outcomes. Finally, they can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation. Moreover, negotiators are often in the position to collectively define what is right or fair as a part of the negotiation process (see our discussion of justice in Chapter 9). In most situations, neither side holds the keys to what is absolutely right, rational, or fair. Reasonable people can disagree, and often the most important outcome that negotiators can achieve is a common, agreed-upon perspective, definition of the facts, agreement on the right way to see a problem, or standard for determining what is a fair outcome or process. Be prepared to negotiate these principles as strongly as you prepare for a discussion of the issues. 10. Continue to Learn from Your Experience Negotiation epitomizes lifelong learning. The best negotiators continue to learn from the experience they know there are so many different variables and nuances when negotiating that no two negotiations are identical. These differences mean that for negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly. Michael Benoliel and Linda Cashdan Page 272 conducted an extensive set of interviews with "master negotiators" from business, law, politics, and diplomacy. They describe the master negotiator as a person who has a blend of intelligences, attitudes, and skills. These include, among other things, both cognitive and emotional intelligence, self-motivation, patience, pragmatism, perspective-taking ability (the ability to see things from the other's point of view), creativity, and strategic vision. In addition, the best negotiators take a moment to analyze each negotiation after it has concluded, to review what happened and what they learned. We recommend a four-step process: • Plan a personal reflection time after each negotiation. •Periodically "take a lesson" from a negotiation trainer or coach (i.e., go to a negotiation skills seminar or workshop, read a new book, or ask an experienced negotiator to observe or debrief you or let you observe him or her). • Keep a personal diary on strengths and weaknesses, and develop a plan to work on weaknesses. If you are negotiating with the same person or group on a regular basis, keep a record of how the negotiation evolved, notes about the other negotiator, etc. This analysis does not have to be extensive or time consuming. It should happen after every important negotiation, however, and it should focus on what, when, how questions: What happened during this negotiation? Why did it occur? How can I learn from this experience? Negotiators who take the time to pause and reflect on their negotiations will find that they continue to refine their skills and that they remain sharp and focused for their future negotiations. Moreover, even the best athletes-in almost any sport-have one or more coaches on their staff and stop to take a lesson, when necessary. Negotiators have access to seminars to enhance their skills, books to read, and coaches who can help refine their skills. This book should be seen as one step along the way to sharpening and refining your negotiation skills, and we encourage you to continue to learn about the art and science of negotiation. We wish you the best of luck in all of your future negotiations! Question 1c Not only is Taylor the youngest senior product manager at Catalise, she is also the only woman to hold the position. Women are often viewed as less effective negotiators than men because women tend to be perceived as being less assertive or rational and, more emotional. Assume you are Taylor, discuss using three (3) out of the ten best practices of negotiation that you can adopt, to conduct a successful negotiation with Darnell. Please limit your answer to no more than 300 words and indicate the word count at the end of your answer.

7. Actively Manage Coalitions-Those Against You, For You, and Unknown Coalitions can have very significant effects on the negotiation process and outcome. Negotiators should recognize three types of coalitions and their potential effects: (1) coalitions against them; (2) coalitions that support them; and (3) loose, undefined coalitions that may materialize either for or against them. Strong negotiators assess the presence and strength of coalitions and work to capture a strong, supportive coalition for their benefit. If this is not possible, negotiators need to work to prevent the other party from capturing a loose coalition for their purposes. When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals. Similarly, negotiators who are agents or representatives of a coalition must take special care to manage the agency relationship. Successfully concluding negotiations when a coalition is aligned against you is an extremely challenging task. It is important to recognize when coalitions are aligned against you and to work consciously to counter their influence. Frequently, this will involve a divide-and-conquer strategy, in which you try to increase dissent within the coalition by searching for ways to breed instability. Coalitions occur in many formal negotiations, such as environmental assessments and reaching policy decisions in an industry association. Coalitions may also have a strong influence in less formal settings, such as work teams and families, where different subgroups of people may not have the same interests. Managing coalitions is especially important when negotiators need to rely on other people to implement an agreement. It may be possible for negotiators to forge an agreement when the majority of people influenced are not in favor, but implementing the outcomes of that agreement will be very challenging. Strong negotiators need to monitor and manage coalitions proactively, and while this may take considerable time throughout the negotiation process, it will likely lead to large payoffs at the implementation stage. 8. Savor and Protect Your Reputation Reputations are like some eggs-take a long time to hatch, and are fragile, easy to break, and very hard to rebuild once broken. Reputations travel fast, and people often know more about you than you think they do. Starting negotiations with a positive reputation gives you a significant competitive advantage before you have asked for anything, and you should be vigilant in protecting your Page 271 reputation. Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future than those who have a reputation" for being honest and fair. Consider the following contrasting reputations: "tough but fair" versus "tough and devious." Negotiators prepare differently for others with these contrasting reputations. Negotiating with a tough but fair negotiator means preparing for potentially difficult negotiations while being aware that the other party will push hard for her perspective but will also be rational and fair in her behavior. Negotiating with a devious other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information. How are you perceived as a negotiator? What is your reputation with others at this point? What reputation would you like to have? Think about the negotiators you respect the most and their reputations. What is it about their behavior that you admire? Also think about the negotiators who have a bad reputation. What would it take for them to change your image of them? Rather than leaving reputation to chance, you can work to shape and enhance your reputation by acting in a consistent and fair manner. Consistency provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation. Fairness sends the message that you are principled and reasonable. Strong negotiators also periodically seek feedback from others about the way they are perceived and use that information to strengthen their credibility and trustworthiness in the marketplace. 9. Remember That Rationality and Fairness Are Relative Research on negotiator perception and cognition is quite clear (see Chapter 6): People tend to view the world in a self-serving manner and define the rational thing to do or a fair outcome or process in a way that benefits themselves. First, negotiators need to be aware of this tendency in both themselves and the other party. Negotiators can do three things to manage these perceptions proactively. First, they can question their own perceptions of fairness and ground them in clear principles. Second, they can find external benchmarks and examples that suggest fair outcomes. Finally, they can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation. Moreover, negotiators are often in the position to collectively define what is right or fair as a part of the negotiation process (see our discussion of justice in Chapter 9). In most situations, neither side holds the keys to what is absolutely right, rational, or fair. Reasonable people can disagree, and often the most important outcome that negotiators can achieve is a common, agreed-upon perspective, definition of the facts, agreement on the right way to see a problem, or standard for determining what is a fair outcome or process. Be prepared to negotiate these principles as strongly as you prepare for a discussion of the issues. 10. Continue to Learn from Your Experience Negotiation epitomizes lifelong learning. The best negotiators continue to learn from the experience they know there are so many different variables and nuances when negotiating that no two negotiations are identical. These differences mean that for negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly. Michael Benoliel and Linda Cashdan Page 272 conducted an extensive set of interviews with "master negotiators" from business, law, politics, and diplomacy. They describe the master negotiator as a person who has a blend of intelligences, attitudes, and skills. These include, among other things, both cognitive and emotional intelligence, self-motivation, patience, pragmatism, perspective-taking ability (the ability to see things from the other's point of view), creativity, and strategic vision. In addition, the best negotiators take a moment to analyze each negotiation after it has concluded, to review what happened and what they learned. We recommend a four-step process: • Plan a personal reflection time after each negotiation. •Periodically "take a lesson" from a negotiation trainer or coach (i.e., go to a negotiation skills seminar or workshop, read a new book, or ask an experienced negotiator to observe or debrief you or let you observe him or her). • Keep a personal diary on strengths and weaknesses, and develop a plan to work on weaknesses. If you are negotiating with the same person or group on a regular basis, keep a record of how the negotiation evolved, notes about the other negotiator, etc. This analysis does not have to be extensive or time consuming. It should happen after every important negotiation, however, and it should focus on what, when, how questions: What happened during this negotiation? Why did it occur? How can I learn from this experience? Negotiators who take the time to pause and reflect on their negotiations will find that they continue to refine their skills and that they remain sharp and focused for their future negotiations. Moreover, even the best athletes-in almost any sport-have one or more coaches on their staff and stop to take a lesson, when necessary. Negotiators have access to seminars to enhance their skills, books to read, and coaches who can help refine their skills. This book should be seen as one step along the way to sharpening and refining your negotiation skills, and we encourage you to continue to learn about the art and science of negotiation. We wish you the best of luck in all of your future negotiations! Question 1c Not only is Taylor the youngest senior product manager at Catalise, she is also the only woman to hold the position. Women are often viewed as less effective negotiators than men because women tend to be perceived as being less assertive or rational and, more emotional. Assume you are Taylor, discuss using three (3) out of the ten best practices of negotiation that you can adopt, to conduct a successful negotiation with Darnell. Please limit your answer to no more than 300 words and indicate the word count at the end of your answer.

Principles of Management

OER 2019th Edition

ISBN:9780998625768

Author:OpenStax

Publisher:OpenStax

Chapter16: Managerial Communication

Section16.5: The Major Channels Of Management Communication Are Talking, Listening, Reading, And Writing

Problem 2DQ: Discuss the internal and external communications that Disney employed in this situation. The...

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