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Review/Overview Preparation Opening a negotiation:
Greetings, introductions, small talk, hosting
Transition to negotiation: Discussing agenda if necessary
Establishing good lines of communication: Using explicit phrases to make and clarify pts ‘Active’ listening, asking different types of
questions
Our focus today
Maintaining good lines of communication(even when things get difficult) Video analysis Principled negotiation approach Possible reasons for loss of
communication Focus on interactional style
Practice: Negotiation in groups of 4 or 5
What went wrong?
Sean getting aggressive, making personal judgment on Andrew (inexperience)
Andrew getting defensive in the face of this pressure from Sean
Sean and Francoise not working as a team
What’s going right?
Sean expressing his concerns with a ‘soft on people, hard on issues’ approach More indirect language politeness expressions when interrupting
and saying face-threatening things Andrew listening, acknowledging concerns,
asking questions
Principled Negotiation: when the other party is (or seems) difficult
Stay calm: Getting defensive will probably not be productive.
Keep listening, acknowledge their concerns, and stay open to any of their principled arguments.
Appeal to principles of fairness and reason (and appeal to them as fair and reasonable people).
Principled Negotiation: when the other party is (or seems) difficult
Appeal to objective criteria:
Facts, precedent, moral standards, costs, efficiency, scientific judgment, tradition, reciprocity, equality, professional standards or advice, market value…
Be well-aware of your own best alternatives to a negotiated agreement (BATNA).
Principled Negotiation: when the other party is (or seems) difficult
Re-frame the issue as a joint search for a solution – not a fight to be won.
If possible, don’t yield to pressure (bribes, threats, manipulative appeal to trust, refusal to budge), only to principle.
Possibly suggest a third party to help you resolve the issue.
Reasons why people may be difficult… some possibilities They really are ‘jerks’, or are explicitly
trying to manipulate you by being difficult. They are not trying to be difficult, but are
simply frustrated, confused, bored, not feeling valued or understood…
They are not trying to be difficult, but have a different interactional style than you, and this is causing friction and misinterpretations.
Interactional Style – what is it?
A person’s habitual, often subconscious, patterns of acting and speaking in interaction with other people
•Wider culture or nationality
•Gender, ethnicity, community norms
•Individual personality and values
•Education, school and work experience
•Immediate context/situation of interaction
•Mood, health…
Interactional style is influenced by:
More indirect styleMore direct style
Possible miscommunication:
Feels confused, impatient
Feels offended, pushed
Interactional style dimensions
Less eye contactMore eye contact
Possible miscommunication:
Feels other doesn’t care, isn’t listening
Feels other is aggressive, insolent
Interactional style dimensions
More, longer pauses Rare overlap of talk
Fewer, shorter pauses Frequent overlap of talk
Interactional style dimensions
Possible miscommunication:
Talks all the time, trying to fill the awkward silences
Rarely talks; ‘can’t get a word in edgewise’
Interactional style dimensions
Fewer, shorter pauses Frequent overlap of talk
More, longer pauses Rare overlap of talk
Information should be volunteered
Ask questions to get information
Possible miscommunication:
Asks all the questions, Waits for questions, feels other doesn’t care about him/her
Waits for other to volunteer information; feels interrogated
Interactional style dimensions
Less pitch variation
Wide pitch variation
Possible miscommunication:
Thinks other is boring, disinterested
Thinks other is overly emotional, excitable
Interactional style dimensions
Less use of gesture, body movement
Frequent use of gesture, body movement
Interactional style dimensions
Less use of gesture, body movement
Frequent use of gesture, body movement
Possible miscommunication:
Feels other is disinterested, uninspired
Feels other is overly excitable, unprofessional
Interactional style dimensions
Softer voiceLouder voice
Possible miscommunication:
Feels other is timid, shy, or possibly weak
Feels other is aggressive, annoying
Interactional style dimensions
Infrequent ‘backchannels’
Frequent ‘backchannels’
Possible miscommunication:
Feels other is disinterested, or doesn’t understand
Feels other is interrupting, disruptive
Interactional style dimensions
Speaks only after thinking
Speaks as part of thinking
Possible miscommunication:
Thinks other is too cautious, conservative, not a quick thinker
Thinks other is too impulsive, not careful, not trustworthy
Interactional style dimensions
What can be done?
Be aware of possible style differences Don’t assume you know the others’ styles Stay observant in the interaction rather than
judgmental Try to identify style differences if they occur Try to adjust your style somewhat Occasionally check in with the others – are they
comfortable with the interaction? Talk explicitly about possible style differences
Negotiation Practice
Situation: Negotiating a (new) smoking policy in your office. See page 14 for diagram.
Details: Refer to individual sheet from me
Groups of 4-5, two teams
Preparation (10 minutes)
First, separately prepare for the negotiation in your respective teams: A and B on one team C, D and maybe E on the other
Make brief notes on your negotiation worksheets.