Page 121 - DMGT519_Conflict Management and Negotiation Skills

Unit 5: Role of Power in Negotiation

Self Assessment Notes

State whether the following statements are true or false:
7. Relying on a single party and creating a make – or brake deal with them leaves the low-
power party highly vulnerable

8. Power additions are ways in which the negotiator adds to the perceptions of his power
through additions such as personal charm, prestige and association.
9. Studies on motivation show that there are three kinds of power tactics.

10. Perception can be created in many different ways in many different contexts, and a source
of leverage can shift from one category to another over time.
11. Power devices are used by negotiators to develop in the opponent, feelings of loyalty,
obligation or gratitude.
12. Power additions are ways in which the negotiator adds to the perceptions of his power
through additions such as personal charm, prestige and association.
13. Persuasive power is the power of knowledge that comes through control over information
14. Buying support from those on whom you depend is not done only with money.

5.5 Summary

 Most negotiators believe that power is important in negotiation because it gives one
negotiator an advantage over the other party.
 Negotiators who have this advantage usually want to use it to secure a greater share of the
outcomes or achieve their preferred solution.
 The most desirable source power is of the person whose morality, ethics and sincerity are
transparent and obvious
 The motivation here is that of personal gain and aggrandizement.
 The exercise of power entails costs and risks.
 Negotiators use power tactics to give an impression of having many alternatives.

 Expert power is the power of knowledge that comes through control over information.
 A sensible use of power is to choose to fight on your own ground, and not to fight at the
same time on many fronts.

 Early deals can be done to build relationships, strengthen the relationship with the high-
power party.
 Seek out information that strengthens your negotiating position and case.

5.6 Keywords

Coercive power: derived by being able to punish others for not doing what needs to be done.

Expert power: derived from having unique, in-depth information about a subject.
Legitimate power: derived from holding an office or formal title in some organization and
using the powers that are associated with that office (e.g. a vice-president or director).
Personalized Power: The motivation here is that of personal gain and aggrandizement.

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