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Negotiations week 6
| Question | Answer |
|---|---|
| hardball tactics | aggressive methods that try to force concessions, different from bad faith or distributive negotiation but often used in both |
| why are hardball tactics ineffective | - if use with collab partner, create frustration - if use with competitive distributive partner, create situation of conflict (hubris maximus) - if use with avoidance partner may result in worse deal for hardballer (lose lose) |
| low/highball offer tactic | really extreme first offer followed by small slow concessions |
| low/highball offer solution | - dont match extreme offer with your reasonable one because risk lopsided bargaining zone - do the same thing, but risk setting wide bargaining zone - let them know this isnt doable, ask for new offer |
| inviting or demanding unreciprocated concessions solution | - keep track of concessions made - formally point out you made last concession - ignore or wait for them to make a concession - explore if they are actually at reservation point |
| bogey tactic | someone pretending something is more important than it is, esp when know its important to you, hard to counter |
| bogey solution | - use probing questions to learn about interests - ask for rank of importance (force them to lie about something else that is actually important to them) - give it to them and ask for trade off |
| exploding offers tactic | force you to make quick decision or else gone, research says that ppl not more likely to accept offer just because exploding but ruins relationship |
| exploding offer solution | good BATNA or ask for more time |
| nibbler (bitter sweetner) tactic | ask for seemingly small concessions at closing |
| nibbler solution | decline, continue negotiating |
| snow job tactic | overwhelm with a lot of technical info, seen a lot in legal context |
| snow job solution | dont engage and point out tactic, re ask questions, hire expert |
| good cop bad cop solution | defend against bad cop tactics, focus on communicating with good cop |
| final offer arbitration challenge | new strategy when dealing with unreasonable party where threaten arbitration for final offer, overcome egocentrism - use when other party won't budge |
| contingent contracts | - items in contract not finalized until uncertain events occur, use when unclear if they are trustworthy or not - can counter overconfidence bias and egocentrism |
| negotiating from position of power | can result in compliance or resistance, rate to get internalization |
| sources of power | BATNA, resource dependancy, psychological power |
| 2 parts of emotions | triggers: events that typically cause emotion behavioral tendancy: type of behavioral response linked to that emotion |
| should i display anger during negotiation | science says ineffective, may shut down integrative, creates hostility |
| 4 condition to meet before going to final offer arbitration | you made reasonable offer, you are confident of what fair solution is, escalating dispute is costly, neither side can walk away easiliy |
| contingent contract cons | require continuing relationship, enforcement, transparency |
| CEO case tactics | exploding offer, good cop bad cop, inviting or demanding unrecip. concessions |
Created by:
emilysun77