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Pearson Conflict Resolution & Negotiation

The document discusses the key components of negotiation including personality, approach, style, temperament, perception, interests, goals, power, type of conflict, substantive issues and alternatives. It also outlines a fifteen step plan for developing negotiation strategies.

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Ḿuhammad Bahauddin Qureshi
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125 views7 pages

Pearson Conflict Resolution & Negotiation

The document discusses the key components of negotiation including personality, approach, style, temperament, perception, interests, goals, power, type of conflict, substantive issues and alternatives. It also outlines a fifteen step plan for developing negotiation strategies.

Uploaded by

Ḿuhammad Bahauddin Qureshi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 1

Defining Negotiation
and Its Components

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
Defining Negotiation

Human interaction is essentially negotiation.


Intimidating, chiselling, and tricking are NOT negotiation.

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
Negotiation Is Personal
 Emotions, temperament, and personality affect
needs, interests, goals, and perspectives.
 Ego, self-concept, and fears affect our needs.
 Attitude affects our needs and our negotiation.
 Knowledge of self is the starting point toward
building effective negotiation skills.

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
Not Everything Is Negotiable
 Every person has limits to what he/she will give
and take.
 Not everything SHOULD be negotiated:
 Potential for MUTUAL BENEFIT is a prerequisite to
negotiation.

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
Components of Negotiation
 Personality  Needs
 Approach  Values
 Style
 Power
 Temperament
 Type of Conflict
 Perception
 Interests  Substantive Issues
 Goals  Alternatives

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
How Do You Know
What You Know?

 What do you know?


 Beliefs may be confused with Assumptions.
 Critical thinking includes asking: “Why?”

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
Fifteen-Step Plan
 Practice critical thinking and empathy.
 Study psychology, sociology, communication, and conflict.
 Know yourself.
 Know negotiation styles and temperaments.
 Communicate effectively.
 Acknowledge cultural and contextual differences and expectations.
 Understand the dynamics of power.
 Identify interests and goals before you negotiate.
 Be assertive.
 Be persuasive.
 Be prepared and avoid common mistakes.
 Use tactics that work for you and understand other tactics.
 Know when to walk away.
 Know how to evaluate your performance and improve.

CONFLICT MANAGEMENT PRENTICE HALL


A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458

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