Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
115 Cards in this Set
- Front
- Back
There are two different types of influence strategies “the ___________” and “_____________” strategies. These are based on human needs and motivations
|
mindful and emotion based
|
|
Your _____________ is your most important source of power in negotiation
|
BATNA
|
|
Negotiations should
|
2) Keep your options open
3) Let the other party know that you have other options: 4) We do not advocate misrepresentation regarding your BATNA in negotiations. 5) Assess the other party’s BATNA |
|
Information
|
______________ is a distinct advantage in negotiations. The six different type of information present in any negotiation are
|
|
Information
|
Negotiators should assess the available _____________ for themselves and the other party.
|
|
Negative Interpersonal Conflict
|
First this focus helps you avoid ________________and keeps you focused on the issues.
|
|
Legitimate Authority
|
Primary status characteristics marks and indicators of_________________. (person’s rank within an organizational chart, various, and degrees) High status individuals talk more even when they do not necessarily know more.
|
|
Secondary Characteristics
|
When people of equal status negotiate they pay attention to ______________ which are cues and characteristics that have no bearing on allocation of resources or norms of interaction. The three most common secondary status characteristics are gender
|
|
Pseudostatus Characteristics
|
__________ include sex, age, ethnicity, status in other groups, and cultural background.
|
|
Self fulfilling prophecy: Stereotype threat
|
lack of intelligence, laziness and athleticism are connected to a person’s behavioral repertoire
|
|
Stereotypes
|
__________that lurk below the surface have a way of creeping into the subconscious recess of our minds and negatively interfering with our performance.
|
|
Network Power; Social Capital
|
____________refers to the power associated with who you know. ______________is the power that results from managers access to other people within and outside their organization.
|
|
Boundary Spanners
|
Negotiators with high network power are those who act as_____________ bridging functional gaps in organization and units. In other words, they are critical link between people and who otherwise would not be in contact.
|
|
Effective
|
Physically attractive people are more ___________ in getting what they want than are less physically attractive people, independent of their actual skills.
|
|
Attractive
|
Consistent with the idea of a “beauty premium” ______________ people are offered more money, but also more is demanded of them.
|
|
Positively
|
Attractive people are evaluated more _____________ and are treated better than unattractive people. Attractive communicators and salespeople are more effective in changing other people’s attitudes than unattractive ones.
|
|
Central
|
The first route is called __________ route – direct mindful and information based. It is ideal with dealing with analytical people who tend to focus on information, facts, and data.
|
|
Peripheral
|
The second route – ___________route. Little cognitive or mind work is performed when attempting to persuade someone via the peripheral route. The cues relate to a person’s prestige, credibility or likability are the ones that will be successful when navigating the peripheral route.
|
|
Persuasion
|
___________ is most likely to occur through the peripheral route when the negotiator is distracted or highly emotionally involved in the situation.
|
|
Central
|
The ___________ route is rational, direct, cognitive, and information based. The Peripheral route is emotional and motivational.
|
|
The power of agenda
|
In this negotiation tactic negotiation, players explicitly or implicitly follow an agenda. Negotiations often concern who controls the agenda.
|
|
The power of alternatives
|
In this negotiation tactic, Negotiators who are able to generate alternatives within each of the issues may have a bargaining advantage because they formulate alternatives that benefit themselves.
|
|
The power of options
|
In this negotiation tactic,The negotiator who takes control of generating options is at a power advantage in the negotiation.
|
|
Attitudinal Structuring
|
In this negotiation tactic, If a negotiator suspects that an opponent has an uncertain or unspecified BATNA, he or she can influence the opponent’s perception of his or her BATNA.
|
|
The Power of Contrast
|
In this negotiation tactic, Negotiators often invent and present irrelevant alternatives for their opponent to consider.
|
|
Framing effects: Capitalizing on the half full or half empty glass
|
Reference point defines what a person considers the status quo from which gains and losses are evaluated.
|
|
Fairness Heuristics: Capitalizing on Egocentric Bias
|
To the extent that negotiators can characterize their offer as fair they increase the likelihood that it will be accepted by the other party.
|
|
Time Pressure
|
The negotiator who is under the most ______________is at a disadvantage in a negotiation negotiation. Whereas it is true that the negotiator who needs to come to an agreement more quickly is at a disadvantage, time limits may be an advantage for the negotiator.
|
|
Delayed Liking
|
This persuasion tactic believes, In terms of gaining compliance from the other party, it is far more effective to grow to like the other party.
|
|
The Err is Human
|
This persuasion tactic believes, It is important to show your opponent that you are human and have your own foibles and faults. Show the other person that you ahe flaws and may endear you to them.
|
|
Primping the Pump
|
This Persuasion Tactic believes, People’s judgments and behaviors affected by unconscious priming which refers the impact and subtle cues and information in the environment have on our behavior.
|
|
Reinforcement
|
This persuasion tactic believes, when negotiators offer these reinforcements to their opponent when the opponent is saying things that the negotiator finds acceptable, but withholds reinforcement at other points during the negotiation, they may be successful in manipulating behavior of the opponent.
|
|
Social Proof
|
This persuasion tactic believes we look to the behavior of others to determine what is desirable, appropriate and correct
|
|
Reactance Technique
|
This persuasion tactic,________________ (also known as the psychology or boomerang effect) refers to people innate need to assert their individual freedom when others attempt to take it away. Negotiators can use an interesting form of reverse psychology to extract what they want and need from their opponent.
|
|
Foot in the Door Technique
|
The ____________________ technique a person is asked to agree to a small favor or statement. Probability that the person will agree to the larger request increases when the person previously agreed to the smaller request.
|
|
Door in the face Technique
|
This is when a negotiator starts off the negotiation by asking for a very large concession or favor from the other party-one that he opponent is almost certain to refuse. When refusal occurs, the negotiator makes a much smaller request which is the option they wanted all along.
|
|
That’s Not all Technique
|
This is a negotiation that offers to add more to a negotiated package or deal.
|
|
Ethical Negotiation
|
.
|
|
Lying
|
_________is regarded as unethical. A given statement may be defined as fraudulent when a speaker makes a knowing misrepresentation of a material fact on which the victim reasonably relies and which causes damage.
|
|
Positions
|
Positions are largely subjective demands made by one party to another and therefore negotiators are under no obligation to truthfully state their position.
|
|
Interests
|
people are self interested with no general duty of good faith.
|
|
Priorities and Preferences
|
A negotiator is entitled to his or her preferences however idiosyncratic they might be, a negotiator misrepresenting his or her interests is not a material fact.
|
|
Passive
|
____________ misrepresentation because a negotiator does not mention true preferences and allows the other party to arrive at an erroneous conclusion
|
|
Active
|
____________misrepresentation if she deliberately misleads her opponent.
|
|
Offers
|
Negotiators who make up _________ that don’t exist are bluffing
|
|
Reservation Prices
|
A negotiators _______________ is the quantification of negotiators BATNA, thus it is not material fact per se and may be reprehensible to lie about one’s reservation price, it is not unethical, legally speaking.
|
|
Other Questionable Negotiation Strategies: these five other behaviors are deemed unethical
|
1) Traditional competitive bargaining
2) Manipulation of an opponents network 3) Reneging on negotiated agreement 4) Retracting an offer 5) Nickel and Diming |
|
Sins of Omission ; Commission
|
It is believed that _________________(active lying) is more unethical than____________ (failing to provide information) After all, a negotiator could claim that the opponent didn’t ask the right questions or she did not think the information was relevant.
|
|
Costs; Lying
|
Several_______ or disadvantages associated with ____________ are can be caught and faces with criminal charges, reputation and trustworthiness can be damaged, if done over an over it creates a poisonous culture.
|
|
Ethics
|
_________ are often a problem in negotiations, not so much because people are evil and make trade offs between profit and ethics or fail to consider other people’s interests and welfare, but rather because the tendencies that foster poor decision making
|
|
Illusion of Superiority
|
When people view themselves and their actions more favorably than others view them
|
|
Illusion of Control
|
When people think they have more control over events than they really do.
|
|
Overconfidence
|
When people are overconfident about their knowledge.
|
|
CHAPTER 8
|
Creativity
|
|
Fixed pie
|
_____________ perception, the belief that negotiation is a win or lose enterprise
|
|
5 mental models of negotiation.
|
1) Haggling
2)Cost Benefit Analysis 3) Game Playing 4) Partnership 5) Problem Solving |
|
Haggling
|
most common mental model of negotiation
|
|
Cost benefit analysis
|
decision making mental model of negotiation model in which negotiators maximize return.
|
|
Game Playing
|
Mental model of negotiation game of wits and nerve. Each person has their own interest and there is a competitive motive.
|
|
Partnership
|
this model is embraced by salespeople and companies that believe treating their clients as partners/
|
|
Problem Solving
|
is a model in which people consider negotiation to be the task of defining a problem.
|
|
Fractioning Problems into Solvable Parts
|
a highly negotiated agreement is indicated when negotiators can use the integrative possibilities in a situation that appears to have only one single issue.
|
|
Finding Differences: Alignment and Realignment
|
This negotiation agreement is done before differences are traded off.
|
|
Orthogonal
|
Negotiators should create issues that are ___________ to one another, such that they can be traded off without having too many implications for other issues.
|
|
Expanding the Pie
|
In this negotiation agreement, when negotiators effectively ____________, they avoid suboptimal compromise.
|
|
Bridging
|
In this negotiation agreement _____________ solution create a new alternative that meets parties underlying interests. Bridging alerts us to yet another reason to understand the other parts interests and to avoid positional bargaining.
|
|
Cost Cutting
|
This negotiation agreement is a way of making the other party feel whole by reducing their costs.
|
|
Nonspecific Compensation
|
In this negotiation agreement one negotiator receives what he or she wants and the other one is compensated by some method that was initially outside the bounds of negotiation.
|
|
Structuring Contingencies
|
A major in reaching negotiated agreements concern negotiators belief about some future event or outcome. Contingency contract differences of opinion among negotiators concerning future events have to be bridged.
|
|
Threats to effective problem solving and creativity
|
.
|
|
Inert Knowledge Problem
|
People’s ability to solve problems in new context depends on their accessibility of their relevant knowledge. This knowledge problem is the inability to access relevant knowledge when we most need it.
|
|
Transfer
|
The ability of managers to __________ knowledge from one context to another is highly limited. Transfer
|
|
Surface level transfer
|
_____________ occurs when a person attempts to transfer a solution from one context to a superficially similar context.
|
|
Deep transfer
|
____________ is applying solutions that have deep meaningful similarities rather than superficial ones.
|
|
Inert Knowledge Problem
|
People’s ability to solve problems in new context depends on their accessibility of their relevant knowledge. This knowledge problem is the inability to access relevant knowledge when we most need it.
|
|
Transfer
|
The ability of managers to __________ knowledge from one context to another is highly limited. Transfer
|
|
Surface level transfer
|
_____________ occurs when a person attempts to transfer a solution from one context to a superficially similar context.
|
|
Deep transfer
|
____________ is applying solutions that have deep meaningful similarities rather than superficial ones.
|
|
Availability Heuristic
|
this threat means that the more prevalent a group or category is judged to be, the easier for people to bring instances of this group or category to mind.
|
|
Representativeness
|
This threat relates to the more a person looks like the stereotype of a group member, the more we are inclined to the stereotype them as belonging to that group.
|
|
Base Rates
|
The most important type of information is______________: Base rates
|
|
Base rate fallacy
|
_______________ is people who choose to rely upon a single vivid data-point
|
|
Gamblers fallacy
|
________________ is the tendency to treat change events as though they have a built in evening out mechanism
|
|
Anchoring and Adjustment
|
directly relates to how you assess or value something
|
|
Unwarranted Causation
|
Causal relationship between two events is unwarranted because we do not know the direction of causality.
|
|
Belief Perseverance
|
The________________effect is the tendency of people to continue to believe that something is true even when it is revealed to be false or has been disproved.
|
|
Illusory Correlation
|
______________is the tendency to see invalid correlations between events.
|
|
Just World
|
This_____________ mindset leads to positive evaluations of others who have good things happen to them.
|
|
Hindsight Bias
|
The ___________________ refers to a pervasive human tendency for people to be remarkably adept in inferring a process once the outcome is known but be able to predict outcomes only when the process and precipitating events are known.
|
|
Creeping determinism
|
_________________ accounts for once someone knows the outcome, the events leading up to it seem obvious.
|
|
Function Fixedness
|
__________occurs when a problem solver bases a strategy on familiar method. The person fixates on one strategy and cannot readily switch to another method of problem solving.
|
|
Set Effect
|
Closely related to the problem of functional fixedness is the __________ in which prior experience can also have negative effects in new problem solving situations.
|
|
OVerconfidence Effect
|
The _______________ is unwarranted levels of confidence in people’s judgment of their abilities and the occurrence of positive events and underestimates of the likelihood of negative events.
|
|
The limits of short term memory
|
__________________is the part of the mind that holds information currently in the focus of our attention and continuous processing. Short term memory has limited capacity and without rehearsal the information will disappear and be replaced with new information.
|
|
Incubation Phase Steps
|
Preparation, Incubation, Illumination, Verification
|
|
Preparation
|
In the ___________ step of incubation problem solvers gather information and make preliminary attempts to arrive at a solution.
|
|
Incubation
|
In the ___________ step of incubation problem solvers put the problem aside to work on other activities or even to sleep
|
|
Illumination
|
In the ___________ step of incubation key solution often appears
|
|
Verification
|
In the ___________ step of incubation problem solvers check solution to make sure it works
|
|
Rational Problem Solving Model:Steps to solving a problem
|
Understand the Problem
Devise a Plan Carry Out the Plan Look Back |
|
Understand the problem
|
negotiator asks questions: What’s unknown? What data am I Using, What are my assumptions?
|
|
Devise a Plan
|
Negotiator asks if past experience is a way of finding a solution method.
|
|
Carrying out the plan
|
negotiator carries out plan
|
|
Looking back
|
the negotiator asks himself whether they can obtain the same result by using another method
|
|
Original;Useful
|
An idea must be highly __________and ____________to be considered creativ
|
|
Brainstorming
|
is a technique used by a large number of companies to unleash the creative group mind and avoid negative impact of group dynamics on creativity.
|
|
Convergent thinking
|
thinking that proceeds towards a single answer.
|
|
Divergent thinking
|
moves outward from the problem in many possible directions and involves thinking without boundaries.
|
|
Deductive reasoning
|
drawing logical conclusion
|
|
Violations of the rules of logic
|
.
|
|
Agreement with conclusion
|
the desirability of the conclusion often drives peoples appraisal of reality
|
|
Cognitive Consistency
|
people have the tendency to interpret information in a fashion that is consistent with information that they already know.
|
|
Confirmation Bias
|
people have a tendency to seek information that confirms what they already know.
|
|
Inductive Reasoning
|
A form of hypothesis testing or trial and error.
|
|
Flow
|
Autotelic experience or _________ is a particular kind of experience so enjoyable that it becomes worth doing, even though it may have no consequences beyond its own context.
|