(Lewicki, Saunders & Barry. 2011)

Negotiation Power

LDR 655

Wallace

Siena Heights University

(Lewicki, Saunders & Barry. 2011)

Power Importance?

Perceptual battle

1. We believe we have less power than the other party.

2. We believe we need more power than the other party.

(Lewicki, Saunders & Barry. 2011)

Power Definition• Power in a given

situation (situational power) that one can satisfy the purposes (goals, desires, or wants) in that situation”

• Perspectives– Over– With

(Lewicki, Saunders & Barry. 2011)

Power Sources

• Informational

• Personality

• Position

• Relationship

• Contextual

(Lewicki, Saunders & Barry. 2011)

Informational

• Most common– Research, build,

organize and support your position

– Challenge or undermine the opposition’s position.

(Lewicki, Saunders & Barry. 2011)

Personality

• Psychological• Cognitive

– Ideologies about power

• Motivational– Specific motives to use power

• Disposition and skills– Orientation to cooperation/competition

• Moral– Philosophical orientation to power use

(Lewicki, Saunders & Barry. 2011)

Position

Legitimate• Title and

responsibilities provide the “legitimacy” of the office holder

• Social construct: may be acquired by birth, election, appointment or promotion

Resource• Resource control

capacity to give and withhold might include what?

(Lewicki, Saunders & Barry. 2011)

Resource Control

(Lewicki, Saunders & Barry. 2011)

Relationships

• Goal interdependence

• Referent power

• Networks

(Lewicki, Saunders & Barry. 2011)

Hierarchy

(Lewicki, Saunders & Barry. 2011)

An Organizational Network

(Lewicki, Saunders & Barry. 2011)

7-12

Network Relationships

• Tie strength– Strength or quality

• Tie content– Resource passing

• Network structure– Social system

(Lewicki, Saunders & Barry. 2011)

Holacracy

(Lewicki, Saunders & Barry. 2011)

7-14

Network Structure Power

• Centrality• Criticality and

relevance• Flexibility• Visibility• Membership in a

coalition

(Lewicki, Saunders & Barry. 2011)

Contextual

• BATNAs– Stands for?

• Culture– Implicit rules

• Agents, constituencies and external audiences

(Lewicki, Saunders & Barry. 2011)

More Power Than You?• Don’t:

– All-or-nothing– Degrade – Self-inflate

• Do:– Build momentum by sequence– Leverage competition– Constrain yourself

• Data• Ask questions• Manage the process

(Lewicki, Saunders & Barry. 2011)

Assignments

• Watch the video• Read chapter 7• Journal• Discussion thread

posting on your references list for your paper

• Chapter 7 quiz• Reflect

(Lewicki, Saunders & Barry. 2011)