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Negotiation (got 96%)

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Louisiana State University
MGT 3513

Multiparty NegotiationsPreviously we have been discussing bilateral negotiations or two people negotiating against one anotherMany negotiations that occur within business situations are more complex and can take a variety of forms the most common of which are multiparty negotiationsoWhen you have multiparty negotiations you often have opportunities for coalition formations when you have coalitions you also have the risk of people being forced to go along with unfavorable outcomesConstituencieshave bilateral negotiations between two or more individual parties interested in things that their constituencies wantTeam negotiationcaptures multiparty negotiation as well in reality the team membersthemselves often have different ideas about the goal strategies and tacticsIntergroup negotiationshave 2 teams negotiating against each otherITeam Negotiationsall teams are groups not all groups are teams for a group to be a team the members must recognize a common goal first thing to do is to decide who would be on the team consider theskills needed also need to consider team activitiesACharacteristicsMultiple rolesoOn any team there are multiple roles that are possible may have a chief negotiator may assign roles based on expertise in certain knowledge areas relevant to the domain of issues being negotiated may have somebody who keeps the meeting minutes may be one person who tracks all the issues in negotiations and records opponents demandTo have those multiple roles is an important aspect of team managementInfluenceoWhat happens in the negotiation team can influence the negotiation process and the outcomes the negotiation outcomes arent simply reflective of the interactions between the two negotiators but reflect some of the bargaining that occurs within teamsoIf youre negotiating on a team basis and have multiple representatives present you need to focus on the roles of the other parties present the lead negotiator may not be calling the shotsPerformance oResearch suggests that teams outperform individuals in integrative negotiations they do a better job of identifying integrated value teams are good value creators this is because more information gets exchanged when at least one extra person is at the negotiation table and information exchange is the key to integrative solutionsoHowever teams do not outperform individuals in distributive bargainingMany people believe that teams are more effective in both typesBChallenges Facing Teams1Choosing TeammatesNegotiation ExpertiseoSomeone who knows how to adequately prepare for negotiations what decisions biases to avoid who understands how to select the appropriate negotiation strategies and how to implement those strategies effectivelyoExpertise in collaborative negotiation is thought to be especially helpful because most negotiations have multiple issues and theres usually opportunity for integrative settlementTechnical ExpertiseoYou need someone with expertise in the domain of interest who understands the issues being negotiatedInterpersonal SkillsoYou need someone with good interpersonal skills who can communicate effectively and help develop trust2 How many on the team2 or 3 heads are better than 1 but theres a limit to how large the team should be research finds that conformity pressures kick in when the group reaches about 5 people3Information ProcessingOne of the benefits of having a team is that you can have some division of labor you make certain people responsible for certain aspects of the negotiation and others have responsibility for other thingsProblem is by doing that you eliminate redundancies in the storage of knowledge only one person knows the information that relates to his area of expertise by eliminating these redundancies youre more likely not to access information when its neededEven though you can have divisions of labor on the team and there are benefits associated each team member needs to know what the other team members areas of expertise are they need to know enough that if an issues outside their area of domain arises they can get the informationIIMultiparty Negotiationsgroup of 3 or more negotiators each representing their own interests who attempt to resolve perceived differences of interestVery common have characteristics that make them more difficultAIncreased ComplexitiesIncreasing the number of people is what increases the complexityMore susceptible to breakdowns harder to reach an agreement with multiparty negotiationsBInformational and Computational ComplexityBecause you have more people negotiating there are often more issues on the tableAlso more likely to be more perspectives on the issuesMore total informationManaging all of this information is a major problemCSocial ComplexityThe social relationship changes from oneonone negotiation to a small groupOne of the things you have to figure out is whats the motivational orientation of the group membersare they more cooperative in their approach to one another or are they behaving more individualisticallyIf theyre more individualistic theyll be more protective of their interests when dealing with the others
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