Page 284 - DMGT519_Conflict Management and Negotiation Skills

Conflict Management and Negotiation Skills

Notes 13.11 Traps to Avoid

Alternatives to Lying:
 Asked your bottom line, say you’re not ready to reveal it

 If you claim you “lack authority” then don’t seek authority
 Don’t want to volunteer alternatives, ask opponent for options
 Only make promises you can keep
 Don’t lie about facts, limit discussion to opinion of facts
Procedural Fairness

 Seen in appropriateness of tactics used
 Functionalist Model
 Bargaining is voluntary process

 Purpose is to reach valid agreement
 Practices that threaten valid agreement violate purpose
 Negotiation is also adversarial process in which parties use bargaining techniques to gain
information and advantages
 Reciprocity standard—would you want to be treated in this way?
 Universality standard—would you advise others to behave this way?
 Publicity standard—would you like to see the actions in the press?

 Trusted friend standard—would you tell your friend of your actions?
 Legacy standard—do you want to be remembered for acting in this way?
Appropriate Tactics
 Gain information about opponent by asking friends, associates, and contacts

 Make an unrealistically high opening demand
 Hide your real bottom line
 Give false impression you aren’t in a hurry to pressure your opponent
Inappropriate Tactics

 Misrepresent factual information or nature of negotiations to improve one’s position or
because your opponent did
 Falsely threaten or promise things with no ability to deliver

 Bypass your opponent’s negotiator to undermine opponent’s position
 Gain confidential information by bribery
Unethical Negotiating Gambits
 The Decoy

 The Red Herring
 The Deliberate Mistake

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