1、International Business Negotiation,Part III Arts,Arts of negotiation,Chapter 8: Psychological fundamentals Chapter 9: Communication skills Chapter 10: Global negotiation,Chapter 8 Psychological fundamentals,Chapter 8 Psychology of negotiation,Negotiating Power Personality and Negotiation styles Psyc
2、hological frustration in a negotiation Traits leading to a successful negotiation,Negotiating Power and Related Factors,Motivation Dependence Substitutes,Motivation,Desires and incentives for gaining interests and stakes. As motivation ,As power . Motivation can be stimulated by: Offering inducement
3、s to the other party or to the others supporters; Demonstrating attractiveness of the options; Getting external third parties to endorse your inducements; Placing a time limit on the availability of your offer.,Dependence,A constant and regular need that someone has for something in order to be able
4、 to survive or operate properly. A dependence on the other party , As power How to increase the others dependence on ourselves? Reducing, delaying or withholding services or resources Blocking the other partys ability to work on their own Isolating the other party Convincing the other party to give
5、up,Substitutes,Alternatives one party can explore instead of the things and move one party takes to reduce its dependence on the other party. As substitute , As power . Ones chances of gaining substitutes increase in the case of: Having alternatives to allow operating without the other party; being
6、able to absorb the escalating cost of conflict; Being able to use expert counsel to gain access to alternatives.,Interpersonal Conflict Handling Styles:,Personality and Negotiation Style,Avoiding Style Unassertive and uncooperative Forcing Style Assertive and uncooperative Accommodating Style Unasse
7、rtive and cooperative Collaborating Style Assertive and cooperative Compromising Style Intermediate level of assertive and cooperative behaviors,AC model,cooperativeness,Assertiveness,Low,High,High,compromising,Avoiding,Forcing,Collaborating,Accommodating,Med,Low,Med,Personal styles VS Negotiation m
8、odes (I),Personal styles VS Negotiation modes (II),Personal styles VS Negotiation modes (III),Personal styles VS Negotiation modes (IV),Personal styles VS Negotiation modes (V),When Should the Forcing Style Be Used to Handle Interpersonal Conflicts?,Emergencies requiring quick action Unpopular actio
9、ns must be taken for long-term organizational effectiveness and survival Self-protective action is needed,When Should the Collaborating Style Be Used to Handle Interpersonal Conflicts?,High level of cooperation is needed Sufficient parity exists in power of conflicting parties Potential for mutual b
10、enefits, especially over long run Sufficient organizational support to take the time and energy for collaboration,When Should the Compromising Style Be Used to Handle Interpersonal Conflicts?,Agreement enables each party to be better off, or at least not worse off, than without an agreement Achievin
11、g a total winwin agreement is not possible Conflicting goals block agreement on one persons proposal,When Should the Avoiding Style Be Used to Handle Interpersonal Conflicts?,The issue is of minor or passing importance Insufficient information to effectively deal with the conflict Low power relative
12、 to the other party Others can more effectively resolve the conflict,When Should the Accommodating Style Be Used to Handle Interpersonal Conflicts?,Need to defuse a potentially explosive emotional conflict situation Short-run need to keep harmony and avoid disruption Conflict is primarily based on p
13、ersonality and cannot be easily resolved,Psychological Frustration,A state of being disappointed, anxious, nervous, defeated, and resentful due to the failure of achieving the goal. A sense of subjective perspective, sometimes not being defeated in fact. Caused by: Knowledge, experiences, ability, E
14、Q and IQ. Target, complexity of the circumstances.,Frustration Inventory,Who has experienced a frustration (problem, issue, scrape, misunderstanding, etc) in the last month? How did you respond? What was your “frustration responsive strategy?”,Responsive Options to Frustration,Avoidance Capitulation Stubborn Attacking Restless Cold and unconcerned Suppression Accommodation Confrontation/Problem solving,Traits of A Great Negotiator,Empathy Responsibility Respect Flexibility Personal Integrity,Sense of Humor Fairness Discipline Patience Stamina,
