Hello everyone, I have an Assignment for you today. This assignment must be DONE by Wednesday, April 29, 2020, no later than 10 pm. By the way, I need this assignment to be PLAGIARISM FREE & a Spell Check when completed. Make sure you READ the instructions CAREFULLY. Now without further ado, the instructions to the assignments are below:
Instructions
Answer the following questions below with the minimum word response required (or more) for each question. Make sure you use APA format and complete this assignment using Word document. All sources must be referenced.
Explain the two different types of trust and why trust is important in the negotiation process. Your response should be at least 75 words in length.
Explain three ways an existing relationship changes negotiation dynamics. Your response should be at least 75 words in length.
Explain the two aspects that can influence target’s role and options. Include how these two aspects can be useful during the negotiation process. Your response should be at least 75 words in length.
Define the four fundamental relationship forms. Provide examples of these four forms. Your response should be at least 75 words in length.
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
10-1
© 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
© 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
Chapter 10
RELATIONSHIPS IN
NEGOTIATION
10-2
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whole or part.
10-3
NEGOTIATING THROUGH OTHERS
WITHIN A RELATIONSHIP
• The Adequacy of Established Research for
Understanding Negotiation within Relationships
• Forms of Relationships
• Key Elements in Managing Negotiations within
Relationships
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whole or part.
10-4
ADEQUACY OF ESTABLISHED RESEARCH FOR
UNDERSTANDING NEGOTIATION WITHIN
RELATIONSHIPS
Current negotiation theory is based on transactional
research. Only recently have researchers begun to
examine negotiations in a relationship context:
• Negotiating within relationships takes place over time
• Negotiation is often not a way to discuss an issue, but
a way to learn more about the other party and
increase interdependence
• Resolution of simple distributive issues has
implications for the future
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10-5
ADEQUACY OF ESTABLISHED RESEARCH FOR
UNDERSTANDING NEGOTIATION WITHIN
RELATIONSHIPS
• Distributive issues within relationships can be
emotionally hot
• Negotiating within relationships may never end
Parties may defer negotiations over tough issues in
order to start on the right foot
Attempting to anticipate the future and negotiate
everything up front is often impossible
Issues on which parties truly disagree may never go
away
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-6
ADEQUACY OF ESTABLISHED RESEARCH FOR
UNDERSTANDING NEGOTIATION WITHIN
RELATIONSHIPS
• In many negotiations, the other person is the focal
problem.
• In some negotiations, relationship preservation is
the overarching negotiation goal, and parties may
make concessions on substantive issues to preserve
or enhance the relationship
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-7
FORMS OF RELATIONSHIPS
Four fundamental relationship forms:
1. Communal sharing
2. Authority ranking
3. Equality matching
4. Market pricing
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-8
FORMS OF RELATIONSHIPS
1. Communal sharing
A relation of unity, community, collective identity,
and kindness, typically enacted among close kin
Such relationships are found in:
Families
Clubs
Fraternal organizations
Ethnic Groups
Neighborhoods
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-9
FORMS OF RELATIONSHIPS
2. Authority ranking
A relationship of asymmetric differences,
commonly exhibited in a hierarchical ordering of
status and precedence
Examples include:
Subordinates to bosses
Soldiers to their commander
Negotiators to their constituents
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-10
FORMS OF RELATIONSHIPS
3. Equality matching
A one‐to‐one correspondence relationship in
which people are distinct but equal, as
manifested in balanced reciprocity (or tit‐for‐tat
revenge)
Examples include:
College roommates
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10-11
FORMS OF RELATIONSHIPS
4. Market pricing
Based on metrics of valuation by which people
compare different commodities and calculate
exchange and cost/benefit ratios
Examples can be drawn from all kinds of buyer–
seller transactions
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10-12
NEGOTIATIONS IN
COMMUNAL RELATIONSHIPS
Parties in a communal sharing relationship:
• Are more cooperative and empathetic
• Craft better quality agreements
• Perform better on both decision making and
motor tasks
• Focus their attention on the other party’s
outcomes as well as their own
• Focus attention on the norms that develop
about the way that they work together
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10-13
NEGOTIATIONS IN
COMMUNAL RELATIONSHIPS
Parties in a communal sharing relationship
(cont.):
• Are more likely to share information with the
other and less likely to use coercive tactics
• Are more likely to use indirect communication
about conflict issues, and develop a unique
conflict structure
• May be more likely to use compromise or
problem solving strategies for resolving
conflicts
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whole or part.
10-14
KEY ELEMENTS IN MANAGING
NEGOTIATIONS WITHIN RELATIONSHIPS
• Reputation
• Trust
• Justice
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10-15
KEY ELEMENTS IN MANAGING
NEGOTIATIONS WITHIN RELATIONSHIPS
• Reputation
Perceptual and highly subjective in nature
An individual can have a number of different, even
conflicting, reputations
Shaped by past behavior
Influenced by an individual’s personal characteristics
and accomplishments.
Develops over time; once developed, is hard to
change.
Negative reputations are difficult to “repair”
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10-16
KEY ELEMENTS IN MANAGING
NEGOTIATIONS WITHIN RELATIONSHIPS
• Trust
“An individual’s belief in and willingness to act on the
words, actions and decisions of another”
Three things that contribute to trust
1. Individual’s chronic disposition toward trust
2. Situation factors
3. History of the relationship between the parties
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10-17
KEY ELEMENTS IN MANAGING
NEGOTIATIONS WITHIN RELATIONSHIPS
Two different types of trust:
• Calculus‐based trust
Individual will do what they say because they are
rewarded for keeping their word or they fear the
consequences of not doing what they say
• Identification‐based trust
Identification with the other’s desires and
intentions. Trust exists because the parties
effectively understand and appreciate each other’s
wants; mutual understanding is developed to the
point that each can effectively act for the other.
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10-18
KEY ELEMENTS IN MANAGING
NEGOTIATIONS WITHIN RELATIONSHIPS
Trust (cont.)
• Trust is different from distrust
Trust is considered to be confident positive
expectations of another’s conduct
Distrust is defined as confident negative
expectations of another’s conduct – i.e., we can
confidently predict that some other people will act
to take advantage of us
Trust and distrust can co‐exist in a relationship
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10-19
ACTIONS TO MANAGE DIFFERENT FORMS OF
TRUST IN NEGOTIATIONS
How to increase calculus‐based trust
• Create and meet the other party’s expectations
• Stress the benefits of creating mutual trust
• Establish credibility; make sure statements are honest and accurate
• Keep promises; follow through on commitments
• Develop a good reputation
How to increase identification‐based trust
• Develop similar interests
• Develop similar goals and objectives
• Act and respond like the other
• Stand for the same principles, values and ideals
• Actively discuss your commonalities and develop plans to enhance
and strengthen them
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10-20
ACTIONS TO MANAGE DIFFERENT FORMS OF
TRUST IN NEGOTIATIONS
How to manage calculus‐based distrust
• Monitor the other party’s actions
• Prepare formal agreements
• Build in plans for “inspecting” and verifying commitments
• Be vigilant of the other’s actions; monitor personal boundaries
• Use formal legal mechanisms if there are concerns that the other
might take advantage of you
How to manage identification‐based distrust
• Expect disagreements
• Assume that the other party will exploit or take advantage of you;
monitor your boundaries regularly
• Verify information, commitments and promises of the other party
• Minimize interdependence and self‐disclosure
• “The best offense is a good defense”
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10-21
RECENT RESEARCH ON
TRUST AND NEGOTIATION
Summary of findings about the relationships
between trust and negotiation behavior:
• Many people approach a new relationship with an
unknown other party with remarkably high levels of
trust
• Trust tends to cue cooperative behavior
• Individual motives also shape trust and expectations of
the other’s behavior
• Trustors, and those trusted, may focus on different
things as trust is being built
• The nature of the negotiation task can shape how
parties judge the trust
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-22
RECENT RESEARCH ON
TRUST AND NEGOTIATION
Summary of findings about the relationships
between trust and negotiation behavior (cont.):
• Greater expectations of trust between negotiators leads to
greater information sharing
• Greater information sharing enhances effectiveness in
achieving a good negotiation outcome
• Distributive processes lead negotiators to see the
negotiation dialogue, and critical events in the dialogue, as
largely about the nature of the negotiation task.
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-23
RECENT RESEARCH ON
TRUST AND NEGOTIATION
Summary of findings about the relationships
between trust and negotiation behavior (cont.):
• Trust increases the likelihood that negotiation will proceed
on a favorable course over the life of a negotiation
• Face‐to‐face negotiation encourages greater trust
development than negotiation online
• Negotiators who are representing other’s interests, rather
than their own interests, tend to behave in a less trusting
way
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10-24
KEY ELEMENTS IN MANAGING
NEGOTIATIONS WITHIN RELATIONSHIPS
• Justice
Can take several forms:
Distributive justice
The distribution of outcomes
Procedural justice
The process of determining outcomes
Interactional justice
How parties treat each other in one‐to‐one relationships
Systemic justice
How organizations appear to treat groups of individuals
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whole or part.
10-25
REPAIRING A RELATIONSHIP
• Diagnostic steps in beginning to work on
improving a relationship:
What might be causing any present misunderstanding,
and what can I do to understand it better?
What might be causing a lack of trust, and what can I do
to begin to repair trust that might have been broken?
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-26
REPAIRING A RELATIONSHIP
• Diagnostic steps (cont.):
What might be causing one or both of us to feel coerced,
and what can I do to put the focus on persuasion rather
than coercion?
What might be causing one or both of us to feel
disrespected, and what can I do to demonstrate
acceptance and respect?
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distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
10-27
REPAIRING A RELATIONSHIP
• Diagnostic steps (cont.):
What might be causing one or both of us to get upset,
and what can I do to balance emotion and reason?
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
© 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
Chapter 9
INFLUENCE
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without the prior written consent of McGraw-Hill Education.
9-3
INFLUENCE IN NEGOTIATION
The actual strategies and messages that
individuals deploy to bring about desired
attitudinal or behavioral change
• People differ widely in their ability to use
influence effectively
• Persuasion is as much a science as a native
ability
• Everyone can improve persuasive skills
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without the prior written consent of McGraw-Hill Education.
9-4
TWO ROUTES TO INFLUENCE
• Central route
Occurs consciously and involves integrating the
message into the individual’s previously existing
cognitive structures (thoughts, frameworks, etc.).
• Peripheral route
Characterized by subtle cues and context, with less
cognitive processing of the message and is thought to
occur automatically.
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without the prior written consent of McGraw-Hill Education.
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without the prior written consent of McGraw-Hill Education.
9-6
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
There are three major issues to consider when
constructing a message:
• The content of the message
Facts and topics that should be covered
• The structure of the message
Arrangement and organization of the topics and facts
• The delivery style
How the message should be presented
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without the prior written consent of McGraw-Hill Education.
9-7
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• Message Content
Make the offer attractive to the other party
Frame the message so the other party will say “yes”
Make the message normative – by following a course
of action he will be acting in accordance with both his
values and some higher code of conduct (e.g. “buy
American”, “save a tree”)
Suggest an “agreement in principle”
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without the prior written consent of McGraw-Hill Education.
9-8
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• Message Structure
One‐sided messages: ignore arguments and
opinions that might support the other party’s
position
Two‐sided messages: mention and describe the
opposing point of view and show how and why it is
less desirable
Message components
Negotiators can help the other party understand and
accept their arguments by breaking them into smaller,
more understandable pieces
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without the prior written consent of McGraw-Hill Education.
9-9
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• Message Structure (cont.)
Repetition
Enhances the likelihood that the message will be understood
Conclusions
With people who are very intelligent, or have not yet made up
their minds, leave the conclusion open
For people whose ideas are already well‐formulated and
strong, state the conclusion
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without the prior written consent of McGraw-Hill Education.
9-10
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• Persuasive style: how to pitch the message
Encourage active participation
Use vivid language and metaphors
Incite the receiver’s fears
Violate the receiver’s expectations
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9-11
PERIPHERAL ROUTES TO INFLUENCE
The receiver attends less to the substance of
persuasive arguments and is instead susceptible
to more “automatic” influence through subtle
cues
• Usually occurs when the target of influence is
either unmotivated or unable to attend carefully
to the substance contained within a persuasive
message
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without the prior written consent of McGraw-Hill Education.
9-12
ASPECTS OF MESSAGES THAT
FOSTER PERIPHERAL INFLUENCE
• Message order
Important points should be made early exposing the
receiver to the primacy effect
• Format
Arguments may be more or less effective depending
on the channel in use or the presentation format
• Distractions
When receivers are distracted, they are less able
to engage in issue‐relevant thinking
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9-13
SOURCE CHARACTERISTICS THAT
FOSTER PERIPHERAL INFLUENCE
• Source credibility
Qualification and expertise
Reputation for trustworthiness and integrity
Self‐presentation
First impressions
Status differences
Intent to persuade
Associates
Persistence and tenacity
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9-14
SOURCE CHARACTERISTICS THAT
FOSTER PERIPHERAL INFLUENCE
• Source/Personal attractiveness
Friendliness
Ingratiation
Likeability
Helping the other party
Perceived similarity
Emotion
• Authority
People with authority have more influence than
those without authority
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9-15
ASPECTS OF CONTEXT THAT
FOSTER PERIPHERAL INFLUENCE
• Reciprocity
When you receive something from another, you should
respond in the future with a favor in return
• Commitment
Once people have decided something, they can be
remarkably persistent in their beliefs
• Social Proof
People often behave in certain ways because
everyone else is doing so
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9-16
ASPECTS OF CONTEXT THAT
FOSTER PERIPHERAL INFLUENCE
• Scarcity
When things are less available, they will have more
influence
• Use of reward and punishment
Exchange relies on resources as the power base: “If I
do X for you, will you do Y for me?”
Threat of punishment
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9-17
THE ROLE OF RECEIVERS—
TARGETS OF INFLUENCE
• Understanding the other’s perspective
Exploring or ignoring the other’s position
Selectively paraphrase
Reinforce points you like in the other party’s
proposals
• Resisting the other’s influence
Have a BATNA and know how to use it
Make a public commitment
Inoculate yourself against the other party’s
arguments
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