Negotiation - Wikipedia

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8/8/2014 Negotiation - Wikipedia, the free encyclopedia http://en.wikipedia.org/wiki/Negotiation 1/17 Signing the Treaty of Trianon on 4 June 1920. Albert Apponyi standing in the middle. Negotiation From Wikipedia, the free encyclopedia Negotiation is a dialogue between two or more people or parties intended to reach an understanding, resolve points of difference, to gain advantage for an individual or collective, or to craft outcomes to satisfy various interests. Negotiation occurs in business, non-profit organizations, government branches, legal proceedings, among nations and in personal situations such as marriage, divorce, parenting, and everyday life. The study of the subject is called negotiation theory. Professional negotiators are often specialized, such as union negotiators, leverage buyout negotiators, peace negotiators, hostage negotiators, or may work under other titles, such as diplomats, legislators or brokers. Contents 1 Strategies 1.1 Distributive negotiation 1.2 Integrative negotiation 2 Tactics 2.1 Adversary or partner? 2.2 Employing an advocate 2.3 Perspective taking for integrative negotiation 2.4 Negotiation styles 2.5 Types of negotiators 2.6 Bad faith negotiation 2.6.1 Inherent bad faith model in international relations and political psychology 3 Emotion 3.1 Affect effect 3.2 Positive affect 3.3 Negative affect 3.4 Conditions for emotion affect 3.5 The effect of the partner's emotions 3.6 Problems with laboratory studies 4 Team negotiations 5 Etymology

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Negotiation

Transcript of Negotiation - Wikipedia

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Signing the Treaty of Trianon on 4 June

1920. Albert Apponyi standing in the

middle.

NegotiationFrom Wikipedia, the free encyclopedia

Negotiation is a dialogue between two or more people orparties intended to reach an understanding, resolve points ofdifference, to gain advantage for an individual or collective, or tocraft outcomes to satisfy various interests.

Negotiation occurs in business, non-profit organizations,government branches, legal proceedings, among nations and inpersonal situations such as marriage, divorce, parenting, andeveryday life. The study of the subject is called negotiationtheory. Professional negotiators are often specialized, such asunion negotiators, leverage buyout negotiators, peacenegotiators, hostage negotiators, or may work under othertitles, such as diplomats, legislators or brokers.

Contents

1 Strategies

1.1 Distributive negotiation

1.2 Integrative negotiation

2 Tactics

2.1 Adversary or partner?

2.2 Employing an advocate

2.3 Perspective taking for integrative negotiation

2.4 Negotiation styles

2.5 Types of negotiators

2.6 Bad faith negotiation

2.6.1 Inherent bad faith model in

international relations and political

psychology

3 Emotion

3.1 Affect effect

3.2 Positive affect

3.3 Negative affect

3.4 Conditions for emotion affect

3.5 The effect of the partner's emotions

3.6 Problems with laboratory studies

4 Team negotiations

5 Etymology

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6 Barriers

7 Tactics

8 Nonverbal communication

8.1 Examples in negotiation

9 See also

10 Notes

11 References and further reading

Strategies

Negotiation can take a wide variety of forms, from a trained negotiator acting on behalf of a particularorganization or position in a formal setting, to an informal negotiation between friends. Negotiation can becontrasted with mediation, where a neutral third party listens to each side's arguments and attempts to help craftan agreement between the parties. It can also be compared with arbitration, which resembles a legal proceeding.In arbitration, both sides make an argument as to the merits of their case and the arbitrator decides the outcome.This negotiation is also sometimes called positional or hard-bargaining negotiation.

Negotiation theorists generally distinguish between two types of negotiation. Different theorists use differentlabels for the two general types and distinguish them in different ways.

Distributive negotiation

Distributive negotiation is also sometimes called positional or hard-bargaining negotiation. It tends to approachnegotiation on the model of haggling in a market. In a distributive negotiation, each side often adopts an extremeposition, knowing that it will not be accepted, and then employs a combination of guile, bluffing, andbrinkmanship in order to cede as little as possible before reaching a deal. Distributive bargainers conceive of

negotiation as a process of distributing a fixed amount of value.[1]

The term distributive implies that there is a finite amount of the thing being distributed or divided among thepeople involved. Sometimes this type of negotiation is referred to as the distribution of a "fixed pie." There isonly so much to go around, but the proportion to be distributed is variable. Distributive negotiation is alsosometimes called win-lose because of the assumption that one person's gain results in another person's loss. Adistributive negotiation often involves people who have never had a previous interactive relationship, nor are theylikely to do so again in the near future. Simple everyday examples would be buying a car or a house.

Integrative negotiation

Integrative negotiation is also sometimes called interest-based or principled negotiation. It is a set of techniquesthat attempts to improve the quality and likelihood of negotiated agreement by providing an alternative totraditional distributive negotiation techniques. While distributive negotiation assumes there is a fixed amount ofvalue (a "fixed pie") to be divided between the parties, integrative negotiation often attempts to create value inthe course of the negotiation ("expand the pie"). It focuses on the underlying interests of the parties rather thantheir arbitrary starting positions, approaches negotiation as a shared problem rather than a personalized battle,

and insists upon adherence to objective, principled criteria as the basis for agreement.[1]

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Integrative negotiation often involves a higher degree of trust and the forming of a relationship. It can also involvecreative problem-solving that aims to achieve mutual gains. It is also sometimes called win-win negotiation. (SeeWin-win game.)

Tactics

There are many different ways to categorize the essential elements of negotiation.

One view of negotiation involves three basic elements: process, behavior and substance. The process refers tohow the parties negotiate: the context of the negotiations, the parties to the negotiations, the tactics used by theparties, and the sequence and stages in which all of these play out. Behavior refers to the relationships amongthese parties, the communication between them and the styles they adopt. The substance refers to what theparties negotiate over: the agenda, the issues (positions and - more helpfully - interests), the options, and theagreement(s) reached at the end.

Another view of negotiation comprises four elements: strategy, process, tools, and tactics. Strategy comprisesthe top level goals - typically including relationship and the final outcome. Processes and tools include the stepsthat will be followed and the roles taken in both preparing for and negotiating with the other parties. Tacticsinclude more detailed statements and actions and responses to others' statements and actions. Some add to thispersuasion and influence, asserting that these have become integral to modern day negotiation success, and soshould not be omitted.

Adversary or partner?

The two basically different approaches to negotiating will require different tactics. In the distributive approacheach negotiator is battling for the largest possible piece of the pie, so it may be quite appropriate - within certainlimits - to regard the other side more as an adversary than a partner and to take a somewhat harder line. Thiswould however be less appropriate if the idea were to hammer out an arrangement that is in the best interest ofboth sides. A good agreement is not one with maximum gain, but optimum gain. This does not by any meanssuggest that we should give up our own advantage for nothing. But a cooperative attitude will regularly pay

dividends. What is gained is not at the expense of the other, but with him.[2]

Employing an advocate

A skilled negotiator may serve as an advocate for one party to the negotiation. The advocate attempts to obtainthe most favorable outcomes possible for that party. In this process the negotiator attempts to determine theminimum outcome(s) the other party is (or parties are) willing to accept, then adjusts their demands accordingly.A "successful" negotiation in the advocacy approach is when the negotiator is able to obtain all or most of theoutcomes their party desires, but without driving the other party to permanently break off negotiations, unless thebest alternative to a negotiated agreement (BATNA) is acceptable.

Skilled negotiators may use a variety of tactics ranging from negotiation hypnosis, to a straightforwardpresentation of demands or setting of preconditions, to more deceptive approaches such as cherry picking.Intimidation and salami tactics may also play a part in swaying the outcome of negotiations.

Another negotiation tactic is bad guy/good guy. Bad guy/good guy is when one negotiator acts as a bad guy byusing anger and threats. The other negotiator acts as a good guy by being considerate and understanding. Thegood guy blames the bad guy for all the difficulties while trying to get concessions and agreement from the

opponent.[3]

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Another negotiation is leaning back and whispering. This establishes a dominant physical position thusintimidating your counterpart.

Perspective taking for integrative negotiation

Perspective taking can be helpful for two reasons: that it can help self-centered negotiators to seek mutuallybeneficial solutions, and it increases the likelihood of logrolling (when a favor is traded for another i.e. quid proquo). Social motivation can increase the chances of a party conceding to a negotiation. While concession ismandatory for negotiations, research shows that people who concede more quickly, are less likely to explore allintegrative and mutually beneficial solutions. Therefore conceding reduces the chance of an integrative

negotiation.[4]

Negotiation styles

Kenneth W. Thomas identified five styles/responses to negotiation.[5][6] These five strategies have been

frequently described in the literature and are based on the dual-concern model.[7] The dual concern model ofconflict resolution is a perspective that assumes individuals’ preferred method of dealing with conflict is based on

two themes or dimensions [8]

1. A concern for self (i.e. assertiveness), and

2. A concern for others (i.e. empathy).

Based on this model, individuals balance the concern for personal needs and interests with the needs andinterests of others. The following five styles can be used based on individuals’ preferences depending on theirpro-self or pro-social goals. These styles can change over time, and individuals can have strong dispositionstowards numerous styles.

1. Accommodating: Individuals who enjoy solving the other party's problems and preserving personal

relationships. Accommodators are sensitive to the emotional states, body language, and verbal signals of

the other parties. They can, however, feel taken advantage of in situations when the other party places

little emphasis on the relationship.

2. Avoiding: Individuals who do not like to negotiate and don't do it unless warranted. When negotiating,

avoiders tend to defer and dodge the confrontational aspects of negotiating; however, they may be

perceived as tactful and diplomatic.

3. Collaborating: Individuals who enjoy negotiations that involve solving tough problems in creative ways.

Collaborators are good at using negotiations to understand the concerns and interests of the other parties.

They can, however, create problems by transforming simple situations into more complex ones.

4. Competing: Individuals who enjoy negotiations because they present an opportunity to win something.

Competitive negotiators have strong instincts for all aspects of negotiating and are often strategic.

Because their style can dominate the bargaining process, competitive negotiators often neglect the

importance of relationships.

5. Compromising: Individuals who are eager to close the deal by doing what is fair and equal for all parties

involved in the negotiation. Compromisers can be useful when there is limited time to complete the deal;

however, compromisers often unnecessarily rush the negotiation process and make concessions too

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quickly.

Types of negotiators

Three basic kinds of negotiators have been identified by researchers involved in The Harvard NegotiationProject. These types of negotiators are: Soft bargainers, hard bargainers, and principled bargainers.

Soft. These people see negotiation as too close to competition, so they choose a gentle style of

bargaining. The offers they make are not in their best interests, they yield to others' demands, avoid

confrontation, and they maintain good relations with fellow negotiators. Their perception of others is one

of friendship, and their goal is agreement. They do not separate the people from the problem, but are soft

on both. They avoid contests of wills and will insist on agreement, offering solutions and easily trusting

others and changing their opinions.

Hard. These people use contentious strategies to influence, utilizing phrases such as "this is my final offer"

and "take it or leave it." They make threats, are distrustful of others, insist on their position, and apply

pressure to negotiate. They see others as adversaries and their ultimate goal is victory. Additionally, they

will search for one single answer, and insist you agree on it. They do not separate the people from the

problem (as with soft bargainers), but they are hard on both the people involved and the problem.

Principled. Individuals who bargain this way seek integrative solutions, and do so by sidestepping

commitment to specific positions. They focus on the problem rather than the intentions, motives, and

needs of the people involved. They separate the people from the problem, explore interests, avoid

bottom lines, and reach results based on standards (which are independent of personal will). They base

their choices on objective criteria rather than power, pressure, self-interest, or an arbitrary decisional

procedure. These criteria may be drawn from moral standards, principles of fairness, professional

standards, tradition, and so on.

Researchers from The Harvard Negotiation Project recommend that negotiators explore a number ofalternatives to the problems they are facing in order to come to the best overall conclusion/solution, but this isoften not the case (as when you may be dealing with an individual utilizing soft or hard bargaining tactics)(Forsyth, 2010).

Bad faith negotiation

When a party pretends to negotiate, but secretly has no intention of compromising, the party is considered to benegotiating in bad faith. Bad faith is a concept in negotiation theory whereby parties pretend to reason to reachsettlement, but have no intention to do so, for example, one political party may pretend to negotiate, with no

intention to compromise, for political effect.[9][10]

Inherent bad faith model in international relations and political psychology

Bad faith in political science and political psychology refers to negotiating strategies in which there is no real

intention to reach compromise, or a model of information processing.[11] The "inherent bad faith model" ofinformation processing is a theory in political psychology that was first put forth by Ole Holsti to explain the

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relationship between John Foster Dulles' beliefs and his model of information processing.[12] It is the most

widely studied model of one's opponent.[13] A state is presumed to be implacably hostile, and contra-indicatorsof this are ignored. They are dismissed as propaganda ploys or signs of weakness. Examples are John Foster

Dulles' position regarding the Soviet Union, or Hamas's position on the state of Israel.[14]

Emotion

Emotions play an important part in the negotiation process, although it is only in recent years that their effect isbeing studied. Emotions have the potential to play either a positive or negative role in negotiation. Duringnegotiations, the decision as to whether or not to settle rests in part on emotional factors. Negative emotions cancause intense and even irrational behavior, and can cause conflicts to escalate and negotiations to break down,but may be instrumental in attaining concessions. On the other hand, positive emotions often facilitate reaching anagreement and help to maximize joint gains, but can also be instrumental in attaining concessions. Positive and

negative discrete emotions can be strategically displayed to influence task and relational outcomes[15] and may

play out differently across cultural boundaries.[16]

Affect effect

Dispositional affects affect the various stages of the negotiation process: which strategies are planned to be used,

which strategies are actually chosen,[17] the way the other party and his or her intentions are perceived,[18] their

willingness to reach an agreement and the final negotiated outcomes.[19] Positive affectivity (PA) and negativeaffectivity (NA) of one or more of the negotiating sides can lead to very different outcomes.

Positive affect

Even before the negotiation process starts, people in a positive mood have more confidence,[20] and higher

tendencies to plan to use a cooperative strategy.[17] During the negotiation, negotiators who are in a positive

mood tend to enjoy the interaction more, show less contentious behavior, use less aggressive tactics[21] and

more cooperative strategies.[17] This in turn increases the likelihood that parties will reach their instrumental

goals, and enhance the ability to find integrative gains.[22] Indeed, compared with negotiators with negative ornatural affectivity, negotiators with positive affectivity reached more agreements and tended to honor those

agreements more.[17] Those favorable outcomes are due to better decision making processes, such as flexiblethinking, creative problem solving, respect for others' perspectives, willingness to take risks and higher

confidence.[23] Post negotiation positive affect has beneficial consequences as well. It increases satisfaction with

achieved outcome and influences one's desire for future interactions.[23] The PA aroused by reaching anagreement facilitates the dyadic relationship, which result in affective commitment that sets the stage for

subsequent interactions.[23]

PA also has its drawbacks: it distorts perception of self performance, such that performance is judged to be

relatively better than it actually is.[20] Thus, studies involving self reports on achieved outcomes might be biased.

Negative affect

Negative affect has detrimental effects on various stages in the negotiation process. Although various negativeemotions affect negotiation outcomes, by far the most researched is anger. Angry negotiators plan to use more

competitive strategies and to cooperate less, even before the negotiation starts.[17] These competitive strategies

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are related to reduced joint outcomes. During negotiations, anger disrupts the process by reducing the level oftrust, clouding parties' judgment, narrowing parties' focus of attention and changing their central goal from

reaching agreement to retaliating against the other side.[21] Angry negotiators pay less attention to opponent's

interests and are less accurate in judging their interests, thus achieve lower joint gains.[24] Moreover, becauseanger makes negotiators more self-centered in their preferences, it increases the likelihood that they will reject

profitable offers.[21] Opponents who get really angry (or cry, or otherwise lose control) are more likely to make

errors: make sure they are in your favor.[3] Anger does not help in achieving negotiation goals either: it reduces

joint gains[17] and does not help to boost personal gains, as angry negotiators do not succeed in claiming more

for themselves.[24] Moreover, negative emotions lead to acceptance of settlements that are not in the positive

utility function but rather have a negative utility.[25] However, expression of negative emotions during negotiationcan sometimes be beneficial: legitimately expressed anger can be an effective way to show one's commitment,

sincerity, and needs.[21] Moreover, although NA reduces gains in integrative tasks, it is a better strategy than PA

in distributive tasks (such as zero-sum).[23] In his work on negative affect arousal and white noise, Seidner foundsupport for the existence of a negative affect arousal mechanism through observations regarding the devaluationof speakers from other ethnic origins." Negotiation may be negatively affected, in turn, by submerged hostility

toward an ethnic or gender group.[26]

Conditions for emotion affect

Research indicates that negotiator's emotions do not necessarily affect the negotiation process. Albarracın et al.(2003) suggested that there are two conditions for emotional affect, both related to the ability (presence ofenvironmental or cognitive disturbances) and the motivation:

1. Identification of the affect: requires high motivation, high ability or both.

2. Determination that the affect is relevant and important for the judgment: requires that either the motivation,

the ability or both are low.

According to this model, emotions are expected to affect negotiations only when one is high and the other islow. When both ability and motivation are low the affect will not be identified, and when both are high the affect

will be identify but discounted as irrelevant for judgment.[27] A possible implication of this model is, for example,that the positive effects PA has on negotiations (as described above) will be seen only when either motivation orability are low.

The effect of the partner's emotions

Most studies on emotion in negotiations focus on the effect of the negotiator's own emotions on the process.However, what the other party feels might be just as important, as group emotions are known to affectprocesses both at the group and the personal levels. When it comes to negotiations, trust in the other party is a

necessary condition for its emotion to affect,[18] and visibility enhances the effect.[22] Emotions contribute tonegotiation processes by signaling what one feels and thinks and can thus prevent the other party from engagingin destructive behaviors and to indicate what steps should be taken next: PA signals to keep in the same way,

while NA points that mental or behavioral adjustments are needed.[23]

Partner's emotions can have two basic effects on negotiator's emotions and behavior: mimetic/ reciprocal or

complementary.[19] For example, disappointment or sadness might lead to compassion and more

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cooperation.[23] In a study by Butt et al. (2005) which simulated real multi-phase negotiation, most peoplereacted to the partner's emotions in reciprocal, rather than complementary, manner. Specific emotions werefound to have different effects on the opponent's feelings and strategies chosen:

Anger caused the opponents to place lower demands and to concede more in a zero-sum negotiation,

but also to evaluate the negotiation less favorably.[28] It provoked both dominating and yielding behaviors

of the opponent.[19]

Pride led to more integrative and compromise strategies by the partner.[19]

Guilt or regret expressed by the negotiator led to better impression of him by the opponent, however it

also led the opponent to place higher demands.[18] On the other hand, personal guilt was related to more

satisfaction with what one achieved.[23]

Worry or disappointment left bad impression on the opponent, but led to relatively lower demands by

the opponent.[18]

Problems with laboratory studies

Negotiation is a rather complex interaction. Capturing all its complexity is a very difficult task, let alone isolatingand controlling only certain aspects of it. For this reason most negotiation studies are done under laboratoryconditions, and focus only on some aspects. Although lab studies have their advantages, they do have majordrawbacks when studying emotions:

Emotions in lab studies are usually manipulated and are therefore relatively 'cold' (not intense). Although

those 'cold' emotions might be enough to show effects, they are qualitatively different from the 'hot'

emotions often experienced during negotiations.[29]

In real life there is self-selection to which negotiation one gets into, which affects the emotional

commitment, motivation and interests. However this is not the case in lab studies.[23]

Lab studies tend to focus on relatively few well defined emotions. Real life scenarios provoke a much

wider scale of emotions.[23]

Coding the emotions has a double catch: if done by a third side, some emotions might not be detected as

the negotiator sublimates them for strategic reasons. Self-report measures might overcome this, but they

are usually filled only before or after the process, and if filled during the process might interfere with it.[23]

Team negotiations

Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted.Teams can effectively collaborate to break down a complex negotiation. There is more knowledge and wisdomdispersed in a team than in a single mind. Writing, listening, and talking, are specific roles team members must

satisfy. The capacity base of a team reduces the amount of blunder, and increases familiarity in a negotiation.[30]

Etymology

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Students from University of Tromsø and

University of Toronto during 5th

International Negotiation Tournament –

Warsaw Negotiation Round in the Polish

Senate (2014).

The word "negotiation" originated in the early 15th century fromthe Old French and Latin expressions “negociacion” and“negotiationem.” These terms mean “business, trade and traffic.”By the late 1590s negotiation had the definition, "to communicatein search of mutual agreement." With this new introduction andthis meaning, it showed a shift in “doing business” to “bargaining

about” business.[31]

Barriers

Die-hard bargainers

Lack of trust

Informational vacuums and negotiator's dilemma

Structural impediments

Spoilers

Cultural and gender differences

Communication problems

The power of dialogue [32]

Tactics

Tactics are always an important part of the negotiating process. But tactics don't often jump up and downshouting "Here I am, look at me." If they did, the other side would see right through them and they would not beeffective. More often than not they are subtle, difficult to identify and used for multiple purposes. Tactics aremore frequently used in distributive negotiations and when the focus in on taking as much value off the table as

possible.[33] Many negotiation tactics exist. Below are a few commonly used tactics.

Auction: The bidding process is designed to create competition.[34] When multiple parties want the same thing,pit them against one another. When people know that they may lose out on something, they will want it evenmore. Not only do they want the thing that is being bid on, they also want to win, just to win. Taking advantageof someone's competitive nature can drive up the price.

Brinksmanship: One party aggressively pursues a set of terms to the point at which the other negotiating partymust either agree or walk away. Brinkmanship is a type of "hard nut" approach to bargaining in which one partypushes the other party to the "brink" or edge of what that party is willing to accommodate. Successfulbrinksmanship convinces the other party they have no choice but to accept the offer and there is no acceptable

alternative to the proposed agreement.[35]

Bogey: Negotiators use the bogey tactic to pretend that an issue of little or no importance to him or her is very

important.[36] Then, later in the negotiation, the issue can be traded for a major concession of actual importance.

Chicken: Negotiators propose extreme measures, often bluffs, to force the other party to chicken out and givethem what they want. This tactic can be dangerous when parties are unwilling to back down and go through withthe extreme measure.

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Defence in Depth: Several layers of decision-making authority is used to allow further concessions each time

the agreement goes through a different level of authority.[37] In other words, each time the offer goes to adecision maker, that decision maker asks to add another concession in order to close the deal.

Deadlines: Give the other party a deadline forcing them to make a decision. This method uses time to applypressure to the other party. Deadlines given can be actual or artificial.

Flinch: Flinching is showing a strong negative physical reaction to a proposal. Common examples of flinchingare gasping for air, or a visible expression of surprise or shock. The flinch can be done consciously or

unconsciously.[38] The flinch signals to the opposite party that you think the offer or proposal is absurd in hopes

the other party will lower their aspirations.[39] Seeing a physical reaction is more believable than hearingsomeone saying, "I'm shocked."

Good Guy/Bad Guy: The good guy/bad guy approach is typically used in team negotiations where onemember of the team makes extreme or unreasonable demands, and the other offers a more rational

approach.[40] This tactic is named after a police interrogation technique often portrayed in the media. The "goodguy" will appear more reasonable and understanding, and therefore, easier to work with. In essence, it is usingthe law of relativity to attract cooperation. The good guy will appear more agreeable relative to the "bad guy."This tactic is easy to spot because of its frequent use.

Highball/Lowball: Depending on whether selling or buying, sellers or buyers use a ridiculously high, orridiculously low opening offer that will never be achieved. The theory is that the extreme offer will cause theother party to reevaluate his or her own opening offer and move close to the resistance point (as far as you are

willing to go to reach an agreement).[40] Another advantage is that the person giving the extreme demandappears more flexible he or she makes concessions toward a more reasonable outcome. A danger of this tacticis that the opposite party may think negotiating is a waste of time.

The Nibble: Nibbling is asking for proportionally small concessions that haven't been discussed previously just

before closing the deal.[36] This method takes advantage of the other party's desire to close by adding "just onemore thing."

Snow Job: Negotiators overwhelm the other party with so much information that he or she has difficulty

determining which facts are important, and which facts are diversions.[41] Negotiators may also use technicallanguage or jargon to mask a simple answer to a question asked by a non-expert.

Nonverbal communication

Communication is a key element of negotiation. Effective negotiation requires that participants effectively conveyand interpret information. Participants in a negotiation will communicate information not only verbally but non-verbally through body language and gestures. By understanding how nonverbal communication works, anegotiator is better equipped to interpret the information other participants are leaking non-verbally while

keeping secret those things that would inhibit his/her ability to negotiate.[42]

Examples in negotiation

Non-verbal "anchoring" In a negotiation, a person can gain the advantage by verbally expressing his/or herposition first. By "anchoring" your position, you establish the position from which the negotiation will proceed. Ina like manner, one can "anchor" and gain advantage with non verbal (body language) ques.

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Personal space: The person at the head of the table is the apparent symbol of power. Negotiators can

repel this strategic advantage by positioning allies in the room to surround that individual.

First impression: Begin the negotiation with positive gestures and enthusiasm. Look the person in the eye

with sincerity. If you cannot maintain eye contact, the other person might think you are hiding something

or that you are insincere. Give a solid handshake.[43]

Reading non-verbal communication Being able to read the non-verbal communication of another person cansignificantly aid in the communication process. By being aware of inconsistencies between a person's verbal andnon-verbal communication and reconciling them, negotiators will be able to come to better resolutions.Examples of incongruity in body language include:

Nervous Laugh: A laugh not matching the situation. This could be a sign of nervousness or discomfort.

When this happens, it may be good to probe with questions to discover the person's true feelings.

Positive words but negative body language: If someone asks their negotiation partner if they are annoyed

and the person pounds their fist and responds sharply, "what makes you think anything is bothering

me?"[44]

Hands raised in a clenched position: The person raising his/her hands in this position reveals frustration

even when he/she is smiling. This is a signal that the person doing it may be holding back a negative

attitude.[45]

If possible, it may be helpful for negotiation partners to spend time together in a comfortable setting

outside of the negotiation room. Knowing how each partner non-verbally communicates outside of the

negotiation setting will help negotiation partners to sense incongruity between verbal and non-verbal

communication within the negotiation setting.

Conveying receptivity They way negotiation partners position their bodies relative to each other may influencehow receptive each is to the other person's message and ideas.

Face and eyes: Receptive negotiators smile, make plenty of eye contact. This conveys the idea that there

is more interest in the person than in what is being said. On the other hand, non-receptive negotiators

make little to no eye contact. Their eyes may be squinted, jaw muscles clenched and head turned slightly

away from the speaker

Arms and hands: To show receptivity, negotiators should spread arms and open hands on table or

relaxed on their lap. Negotiators show poor receptivity when their hands are clenched, crossed,

positioned in front of their mouth, or rubbing the back of their neck.

Legs and Feet: Receptive negotiators sit with legs together or one leg slightly in front of the other. When

standing, they distribute weight evenly and place hands on their hips with their body tilted toward the

speaker. Non-receptive negotiators stand with legs crossed, pointing away from the speaker.

Torso: Receptive negotiators sit on the edge of their chair, unbutton their suit coat with their body tilted

toward the speaker. Non-receptive negotiators may lean back in their chair and keep their suit coat

buttoned.

Receptive negotiators tend to appear relaxed with their hands open and palms visibly displayed. [46]

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See also

Notes

Alternative Dispute Resolution

Arbitration

Bargaining

Best alternative to a negotiated agreement (BATNA)

Car negotiation

Collaborative software

Collective bargaining

Collective action

Conciliation

Conflict resolution research

Consistency

Contract

Cross-cultural

Cross-cultural differences in decision making

Decision making

Diplomacy

Dispute resolution

Expert determination

Flipism

Game theory

Group Emotion

Impasse

Leadership

Mediation

Nash equilibrium

Negotiation theory

Prisoner's dilemma

Win-win game

1. ̂a b Against Gridlock: The Viability of Interest-Based Legislative Negotiation

(http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1730725), Gregory Brazeal, Harvard Law & Policy

Review (Online), vol. 3, p. 1 (2009).

2. ^ Saner, Raymond. The Expert Negotiator, The Netherlands: Kluwer Law International, 2000 (Page 40)

3. ̂a b Churchman, David. 1993. Negotiation Tactics. Maryland: University Press of America. Pg 13.

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4. ^ Trotschel; Hufmeier; Loschelder; Schwartz; Collwitzer (2011). "Perspective taking as a means to overcome

motivational barriers in negotiations: When putting oneself in the opponents shoes helps to walk towards

agreements". Journal of personality and social psychology 101: 771–790. doi:10.1037/a0023801

(http://dx.doi.org/10.1037%2Fa0023801).

5. ^ http://onlinelibrary.wiley.com/doi/10.1002/job.4030130307/abstract

6. ^ Shell, R.G. (2006). Bargaining for advantage. New York, NY: Penguin Books.

7. ^ Marks, M; Harold, C (2011). "Who Asks and Who Receives in Salary Negotiation". Journal of

Organizational Behavior 32: 371.

8. ^ Savage, G (1999). "The Test of the Motivations Underlying Choice of Conflict Strategies in the Dual-Concern

Model". The International Journal of Conflict Management.

9. ^ "negotiating in bad faith" , example of use of "bad faith" from definition in Oxford Online Dictionary, [1]

(http://oxforddictionaries.com/definition/bad+faith)

10. ^ "Bad Faith Negotiation", Union Voice (http://unitas.wordpress.com/2008/12/03/bad-faith-negotiation/)

11. ^ example of use - "the Republicans accused the Democrats of negotiating in bad faith" , Oxford Online

Dictionary, [2] (http://oxforddictionaries.com/definition/bad+faith)

12. ^ The "Inherent Bad Fatih Model" Reconsidered: Dulles, Kennedy, and Kissinger, Douglas Stuart and Harvey

Starr, Political Psychology, [3] (http://www.jstor.org/pss/3791139)

13. ^ "... the most widely studied is the inherent bad faith model of one's opponent ..." , The handbook of social

psychology, Volumes 1-2, edited by Daniel T. Gilbert, Susan T. Fiske, Gardner Lindzey

14. ^ "... the most widely studied is the inherent bad faith model of one's opponent", The handbook of social

psychology, Volumes 1-2, edited by Daniel T. Gilbert, Susan T. Fiske, Gardner Lindzey

15. ^ Kopelman, S., Rosette, A., and Thompson, L. (2006). The three faces of eve: Strategic displays of positive

neutral and negative emotions in negotiations. Organization Behavior and Human Decision Processes (OBHDP),

99 (1), 81-101.

16. ^ Kopelman, S. and Rosette, A.S. (2008). Cultural variation in response to strategic display of emotions in

negotiations. Special Issue on Emotion and Negotiation in Group Decision and Negotiation (GDN), 17 (1) 65-

77.

17. ̂a b c d e f Forgas, J. P. (1998) "On feeling good and getting your way: Mood effects on negotiator cognition

and behavior". Journal of Personality and Social Psychology, 74, 565–577.

18. ̂a b c d Van Kleef, G.A., De Dreu, C.KW., & Manstead, A.S.R. (2006) "Supplication and Appeasement in

Conflict and Negotiation: The Interpersonal Effects of Disappointment, Worry, Guilt, and Regret". Journal of

Personality and Social Psychology, 91(1), 124–142

19. ̂a b c d Butt AN, Choi JN, Jaeger A (2005) "The effects of self-emotion, counterpart emotion, and counterpart

behavior on negotiator behavior: a comparison of individual-level and dyad-level dynamics". Journal of

Organizational Behavior, 26(6), 681 - 704

20. ̂a b Kramer, R. M., Newton, E. & Pommerenke, P. L. (1993) "Self-enhancement biases and negotiator

judgment: Effects of self-esteem and mood". Organizational Behavior and Human Decision Processes, 56, 110-

133.

21. ̂a b c d Maiese, Michelle "Emotions" (http://www.beyondintractability.org/essay/emotion/) Beyond

Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Research Consortium, University of Colorado,

Boulder. Posted: July 2005 downloaded: 30.08.2007

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22. ̂a b Carnevale, P. J. D. & Isen, A. M. (1986) "The influence of positive affect and visual access on the

discovery of integrative solutions in bilateral negotiation" (http://hdl.handle.net/2027.42/26263). Organizational

Behavior and Human Decision Processes, 37, 1-13.

23. ̂a b c d e f g h i j Barry, B., Fulmer, I. S., & Van Kleef, G. A. (2004) I laughed, I cried, I settled: The role of

emotion in negotiation. In M. J. Gelfand & J. M. Brett (Eds.), The handbook of negotiation and culture (pp.

71–94). Stanford, CA: Stanford University Press.

24. ̂a b Allred, K. G., Mallozzi, J. S., Matsui, F., & Raia, C. P. (1997) "The influence of anger and compassion on

negotiation performance". Organizational Behavior and Human Decision Processes, 70, 175–187.

25. ^ Davidson, M. N., & Greenhalgh, L. (1999) "The role of emotion in negotiation: The impact of anger and

race". Research on Negotiation in Organizations, 7, 3–26.

26. ^ Seidner, Stanley S. (1991), Negative Affect Arousal Reactions from Mexican and Puerto Rican Respondents

(http://www.eric.ed.gov/ERICWebPortal/custom/portlets/recordDetails/detailmini.jsp?

_nfpb=true&_&ERICExtSearch_SearchValue_0=ED346711&ERICExtSearch_SearchType_0=no&accno=ED3

46711), Washington, D.C.: ERIC

27. ^ Albarracin D. & Kumkale, G.T. (2003) "Affect as Information in Persuasion: A Model of Affect Identification

and Discounting". Journal of Personality and Social Psychology, 84(3) 453-469.

28. ^ Van Kleef, G. A., De Dreu, C. K. W., & Manstead, A. S. R. (2004). "The interpersonal effects of anger and

happiness in negotiations"

(http://home.medewerker.uva.nl/g.a.vankleef/bestanden/Van%20Kleef%20et%20al.%20(2004a%20JPSP).pdf).

Journal of Personality and Social Psychology, 86, 57–76.

29. ^ Bazerman, M. H., Curhan, J. R., Moore, D. A., & Valley, K. L. (2000) "Negotiation". Annual Review of

Psychology, 51, 279–314.

30. ^ Sparks, D. B. (1993). The Dynamics of Effective Negotiation (second edition). Houston,Texas: Gulf

Publishing Co.

31. ^ * "Negotiation Etymology" (http://www.etymonline.com/index.php?term=negotiation). Online Etymology

Dictionary. Retrieved May 11, 2014.

32. ^ Harvard Business Essentials, Negotiation, Boston, Massachusetts

33. ^ Gates, Steve (2011). The Negotiation Book. United Kingdom: A John Wiley and Sons, LTD, Publication.

p. 232. ISBN 978-0-470-66491-9.

34. ^ Gates, Steve (2011). The Negotiation Book. United Kingdom: A John Wiley & Sons Ltd, Publication. p. 240.

ISBN 978-0-470-66491-9.

35. ^ Goldman, Alvin (1991). Settling For More: Mastering Negotiating Strategies and Techniques. Washington,

DC: The Bureau of National Affairs, Inc. p. 83. ISBN 0-87179-651-1.

36. ̂a b Lewicki, R.J.; D.M. Saunders, J.W. Minton (2001). Essentials of Negotiation. New York: McGraw-Hill

Higher Education. p. 82. ISBN 0-07-231285-8.

37. ^ Gates, Steve (2011). The Negotiation Book. United Kingdom: A John Wiley & Sons Ltd, Publication. p. 246.

ISBN 978-0-470-66491-9.

38. ^ Coburn, Calum. "Neutralising Manipulative Negotiation Tactics"

(http://www.calumcoburn.co.uk/articles/negotiation-tactics/). Negotiation Training Solutions. Retrieved 1

October 2012.

39. ^ Gates, Steve (2011). The Negotiation Book. United Kingdom: A John Wiley & Sons Ltd, Publication. p. 245.

ISBN 978-0-470-66491-9.

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References and further reading

40. ̂a b Lewicki, R.J.; D.M. Saunders, J.W. Minton (2001). Essentials of Negotiation. New York: McGraw-Hill

Higher Education. p. 81. ISBN 0-07-231285-8.

41. ^ Lewicki, R.J.; D.M. Saunders, J.W. Minton (2001). Essentials of Negotiation. New York: McGraw-Hill

Higher Education. p. 86. ISBN 0-07-231285-8.

42. ^ Hui, Zhou; Tingqin Zhang. "Body Language in Business Negotiation". International Journal of Business

Management 3 (2).

43. ^ Body Language Magic (http://books.google.com/books?

id=vsNU1fjgCi8C&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false).

44. ^ Donaldson, Michael C. Indianapolis, Indiana: Wiley Publishing, Inc. ISBN 1-118-06808-4. Missing or empty

|title= (help)

45. ^ Pease, Barbara and Alan (2006). The Difinitive Book of Body Language. New York, NY: Bantam Dell.

ISBN 0-553-80472-3.

46. ^ Donaldson, Michael C.; Donaldson, Mimi (1996). Negotiating for dummies. New York, N.Y.: Hungry Minds.

ISBN 978-1-56884-867-9.

Camp, Jim. (2007). No, The Only Negotiating System You Need For Work Or Home. Crown Business. New

York, NY.

Movius, H. and Susskind, L.E. (2009) Built to Win: Creating a World Class Negotiating Organization.

Cambridge, MA: Harvard Business Press.

Roger Dawson, "Secrets of Power Negotiating - Inside Secrets from a Master Negotiator" Career Press, 1999.

Davérède, Alberto L. Negotiations, Secret (http://www.mpepil.com/sample_article?id=/epil/entries/law-

9780199231690-e985&recno=15&), Max Planck Encyclopedia of Public International Law

Ronald M. Shapiro and Mark A. Jankowski, The Power of Nice: How to Negotiate So Everyone Wins -

Especially You!, John Wiley & Sons, Inc., 1998, ISBN 0-471-08072-1

David Lax and James Sebenius, 3D Negotiation, Harvard Business School Press, 2006.

Roger Fisher and Daniel Shapiro, Beyond Reason: Using Emotions as You Negotiate, Viking/Penguin, 2005.

Douglas Stone, Bruce Patton, and Sheila Heen, foreword by Roger Fisher, Difficult Conversations: How to

Discuss What Matters Most, Penguin, 1999, ISBN 0-14-028852-X

Catherine Morris, ed. Negotiation (http://www.peacemakers.ca/bibliography/bib1negotiation.html) in Conflict

Transformation and Peacebuilding: A Selected Bibliography. Victoria, Canada: Peacemakers Trust.

Howard Raiffa, The Art and Science of Negotiation, Belknap Press 1982, ISBN 0-674-04812-1

David Churchman, "Negotitaion Tactics" University Press of America, Inc. 1993 ISBN 0-8191-9164-7

William Ury, Getting Past No: Negotiating Your Way from Confrontation to Cooperation, revised second

edition, Bantam, January 1, 1993, trade paperback, ISBN 0-553-37131-2; 1st edition under the title, Getting

Past No: Negotiating with Difficult People, Bantam, September, 1991, hardcover, 161 pages, ISBN 0-553-

07274-9

William Ury, Roger Fisher and Bruce Patton, Getting to Yes: Negotiating Agreement Without Giving in,

Revised 2nd edition, Penguin USA, 1991, trade paperback, ISBN 0-14-015735-2; Houghton Mifflin, April,

1992, hardcover, 200 pages, ISBN 0-395-63124-6. The first edition, unrevised, Houghton Mifflin, 1981,

hardcover, ISBN 0-395-31757-6

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Retrieved from "http://en.wikipedia.org/w/index.php?title=Negotiation&oldid=620370134"

Categories: Negotiation Dispute resolution Sales Personal selling Marketing

The political philosopher Charles Blattberg has advanced a distinction between negotiation and conversation and

criticized those methods of conflict-resolution which give too much weight to the former. See his From

Pluralist to Patriotic Politics: Putting Practice First, Oxford and New York: Oxford University Press, 2000,

ISBN 0-19-829688-6, a work of political philosophy; and his Shall We Dance? A Patriotic Politics for Canada,

Montreal and Kingston: McGill Queen's University Press, 2003, ISBN 0-7735-2596-3, which applies that

philosophy to the Canadian case.

Leigh L. Thompson, The Mind and Heart of the Negotiator 3rd Ed., Prentice Hall 0ct.2005.

Nicolas Iynedjian, Négociation - Guide pratique, CEDIDAC 62, Lausanne 2005, ISBN 2-88197-061-3

Michele J. Gelfand and Jeanne M. Brett, ed. Handbook of negotiation and culture

(http://www.sup.org/book.cgi?book_id=4586%20%20), 2004. ISBN 0-8047-4586-2

Emotion and conflict (http://www.beyondintractability.org/essay/emotion/) from the Beyond Intractability

Database

Nierenberg, Gerard I. (1995). The Art of Negotiating: Psychological Strategies for Gaining Advantageous

Bargains. Barnes and Noble. ISBN 1-56619-816-X.

Andrea Schneider & Christopher Honeyman, eds., The Negotiator's Fieldbook, American Bar Association

(2006). ISBN 1-59031-545-6 [4] (http://www.amazon.com/dp/1590315456)

Dr. Chester Karrass [5] (http://www.karrass.com/kar_eng/tipofthemonth.htm) Effective Negotiating Tips

Richard H. Solomon and Nigel Quinney. American Negotiating Behavior: Wheeler-Dealers, Legal Eagles,

Bullies, and Preachers (United States Institute of Peace Press, 2010); 357 pages; identifies four mindsets in the

negotiation behavior of policy makers and diplomats; draws on interviews with more than 50 practitioners

Charles Arthur Willard. Liberalism and the Problem of Knowledge: A New Rhetoric for Modern Democracy.

University of Chicago Press. 1996.

John McMillan "Games, Strategies, and Managers" Oxford University Press. 1992. ISBN 0-19-507403-3. [6]

(http://www.scotwork.com.au)

Charles Arthur Willard. A Theory of Argumentation. University of Alabama Press. 1989.

Charles Arthur Willard. Argumentation and the Social Grounds of Knowledge University of Alabama Press.

1982.

Short definition of negotiation (http://www.negotiations.com/definition/negotiation/)

"Negotiation Etymology" (http://www.etymonline.com/index.php?term=negotiation). Online Etymology

Dictionary. Retrieved May 11, 2014.

Trotschel; Hufmeier; Loschelder; Schwartz; Collwitzer (2011). "Perspective taking as a means to overcome

motivational barriers in negotiations: When putting oneself in the opponents shoes helps to walk towards

agreements". Journal of personality and social psychology 101: 771–790. doi:10.1037/a0023801

(http://dx.doi.org/10.1037%2Fa0023801).

Hames, David. "Integrative Negotiation: A strategy for creating value. Negoiation: Closing deals, settling

disputes, and making team decisions". Sage Publications.

Marks, M; Harold, C (2011). "Who Asks and Who Receives in Salary Negotiation". Journal of Organizational

Behavior 32: 371.

Savage, G (1999). "The Test of the Motivations Underlying Choice of Conflict Strategies in the Dual-Concern

Model". The International Journal of Conflict Management.

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