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NEGOTIATION
Prof Stephen W. Nason PhD Adjunct Associate Professor of Management
SESSION 1
NEGOTIATION INTRODUCTION
Less than 4 percent of managers reach win-win outcomes when put to the
test (Nadler, Thompson, & Van Boven, 2003)
Even when negotiators are privately in perfect agreement, they fail to realize it 50 percent of the time (Thompson & Hrebec, 1996)
Faulty Feedback
After most negotiations people never know what would have happened if
negotiated differently Never know what others might have achieved in the same situation
Self-Reinforcing Incompetence
Most negotiate poorly, and with experience, they become even better at negotiating poorly
Experience
Comparison of outcomes Comparison of approaches Experimentation Discussion CLASS NOTES: Effective Negotiation
Prof Stephen W. Nason All Rights Reserved 8
Course outline
Syllabus
Negotiations: Definition
When two or more parties have different preferences but need to reach a
Psychology
Economics
Law Political science Communications Sociology Anthropology Labor relations CLASS NOTES: Effective Negotiation
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Interdependence
Both Parties can Benefit from Working Together Somehow
Integrative (Win-Win):
Both parties can achieve their goals together Together both parties can create something that neither could create on its own
Mutual Adjustment
Your success depends on the actions of the other party in the negotiation
Dilemma of honesty:
How truthful should you be?
Both Parties Will Need to Adjust Their Behavior in Response to the Others Actions
CLASS NOTES: Effective Negotiation
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Emotions
Control
Negotiation Syllabus
Must openly discuss what worked and did not work in class Must accept slides after class, not before CLASS NOTES: Effective Negotiation
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Negotiation Grading
Exam 1 Exam 2 Negotiation Results Negotiation Quizzes Participation Discussion Attendance 35% 35% 5% 5% 10% 10%
100%
Stephen Nasons
Personal Background
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