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Lecture 12

Lecture 12-13 - Ch. 13. Conflict.docx

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Wilfrid Laurier University
Jennifer Komar

BU288 Lecture 1213Ch 13 Conflict and StressTuesThurs Oct 2325 2012MANAGING CONFLICT WITH NEGOTIATIONNegotiation a decision making process among interdependent parties who dont share identical preferencesattempt to either prevent or resolve existing conflict implicit or explicitlyCategories distributive or integrativeboth types of negotiation can happen at the same timeBATNA BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT determine your BATNAGives you powerstrengthen BATNA whenever possible bad BATNAdesperate for any dealBATNA lets you know whether or not you should accept an offer reservation pricebottom lineTry to find the other partys BATNADont reveal your BATNACharacteristics of NegotiationBeliefs that conflicting interests existParties engage in communication to divideexchange resourcesParties make offerscounteroffersCompromises are possibleParties are interdependent outcomes are determined jointlyParties have incomplete knowledge about each others interestsHow to Negotiate1Assess personal goals identify your target ideallowest outcome resistance points acceptable2Try to gauge others goals3Develop strategyPlanning is criticalMust walk into the negotiation preparedsometimes best deal is no deal at allDefine your negotiation zone set resistance and target pointsPlanning tells you when to walk away from the table and when agreement is acceptableDistributive Negotiation Tactics competition and accommodationwinlose negotiation in which a fixed amount of assets is divided between parties compromise that assumes a zerosum situationover competitiveness can cause irrationality we see situations as distributive mythical fixed piea singleissue negotiation such as priceevery dollar one earns is a dollar cost to the otherEach party has a target and a resistance point minimal acceptable level Threats and promises careful timing is critical Best when they signal your true positionoThreat implying that you will punish the other party if he doesnt concede to your positiongood tactic if one party has power over the other that corresponds to the threats natureWorks if no future negotiations are expected or if threat can be posed in a civil or subtle wayoPromise pledge that concessions will lead to rewards in the futureGood tactic when your side lacks power and anticipates future negotiations with them againoThe difference can be subtle a promise may imply a threat if no concession is madeFirmness vs concessions 1
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