DRM 2053

Negotiation
Techniques
DR HJH AIDA NASIRAH ABDULLAH
UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

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Week 1

THE NATURE OF
NEGOTIATION

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2-2

DEFINITION OF NEGOTIATION
Negotiation is a form of decision making

in which two or more parties talk with

one another in an effort to resolve their
opposing interests (Pruitt, 1981)
Bargaining = win-lose situation such as
haggling over a price
Negotiation = win-win situations in
which two parties try to find a mutual
acceptable solution to a complex
conflict
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2-3

EXAMPLES: NEGOTIATION
Friends where to have dinner
Your little brother and sister which TV

channel to watch
Lawyers settle claims before they go
to court
Police negotiate with terrorists to free
hostages
Army negotiate not to have war
Airforce negotiate regarding air space
Navy negotiate on water borders
Country negotiate to open borders to
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2015 McGraw-Hill
Education. All rights reserved. No reproduction or
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2-4

REASONS TO NEGOTIATE
Agree on how to share and divide
To create something new that neither

can one can do

To resolve a problem or dispute
between parties
To choose options
Gain recognition of either issues or
parties;
Test the strength of other parties;
Obtain information about issues,
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and
of
other
parties;
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2-5

cont

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2-6

CHARACTERISTICS OF NEGOTIATION
There are two or more parties
There is a conflict of needs and desires

between two or more parties

The parties negotiate by choice
When we negotiate we expect a give
and take process
The parties prefer to negotiate and
search for agreement rather than fight
openly
Successful negotiation involves the
management of tangibles (terms of
agreements) and also the resolution of
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of McGraw-Hill
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intangibles
(use
of emotions)

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cont
Interdependence

need each other in

order
to achieve their preferred objectives or
outcomes
Mutual adjustment mutual adjustment
happens
in the process of negotiation and changes
occur
during a negotiation
Concession making when one party
agrees to
make a change in his or her position, a
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2-8
distribution
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concession

CONFLICT
Conflict may be defined as a:
sharp disagreement or
opposition and includes
the perceived divergence
of interest, or a belief that
the parties' current
aspirations cannot be
achieved simultaneously.
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2-9

LEVELS OF CONFLICT
Intrapersonal

or intrapsychic

conflict
Conflict that occurs within an
individual
We want an ice cream cone
badly, but we know that ice
cream is very fattening
Interpersonal conflict
Conflict is between individuals
Conflict between bosses and
subordinates, spouses,

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2-10

cont
Intragroup

Conflict
Conflict is within a group
Among team and committee
members, within families,
classes etc.
Intergroup Conflict
Conflict can occur between
organizations, warring nations,
feuding families, or within
splintered, fragmented
communities
These negotiations are the

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2-11

DYSFUNCTIONS OF
CONFLICT
1.
2.
3.
4.
5.
6.
7.
8.

Competitive, win-lose goals

Misperception and bias
Emotionality
Decreased communication
Blurred issues
Rigid commitments
Magnified differences,
minimized similarities
Escalation of conflict

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2-12

FUNCTIONS OF CONFLICT
Makes organizational members more
aware and able to cope with
problems through discussion.
2. Promises organizational change and
adaptation.
3. Strengthens relationships and
heightens morale.
4. Promotes awareness of self and
others.
5. Enhances personal development.
6. Encourages psychological
developmentit helps people
become more accurate and realistic
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1.

2-13

STYLES OF CONFLICT MANAGEMENT

1. Contending

Actors pursue own outcomes

strongly, show little concern for other
party obtaining their desired
outcomes
2. Yielding
Actors show little interest in whether
they attain own outcomes, but are
quite interested in whether the other
party attains their outcomes
3. Inaction
Actors show little interest in whether
they attain own outcomes, and little
concern about whether the other
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cont

4. Problem solving
Actors show high concern in
obtaining own outcomes, as
well as high concern for the
other party obtaining their
outcomes

5. Compromising
Actors show moderate
concern in obtaining own
outcomes, as well as
moderate concern for the

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CRITERIA OF NEGOTIATORS
Negotiators must be able to

recognize situations that require

more of one approach than the
other.
Negotiators must be versatile in
their comfort and use of both
major strategic approaches.
Negotiator perceptions of
situations tend to be biased
toward seeing problems as more
distributive/competitive than

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2-16

THE KEY DIFFERENCES AMONG

NEGOTIATORS
Differences in interests.
Differences in judgments

about future.
Differences in risk tolerance.
Differences in time
preference.
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The Dual Concerns Model

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