Fluent Essays

see attachment Unit V PowerPoint Presentation Instructions Negotiation Presentation Project For the Unit V PowerPoint Presentation, you will design a presentation for an organization that you work for, have worked for, or would like to work for in the future. You may create your presentation using PowerPoint or your presentation software of choice. This presentation will be used to teach new employees about the sources of power and communication techniques for in-person and virtual negotiations. Your presentation should be addressed to new employees and should include the following: · A profile of the clients your company serves · The types of negotiations your company encounters · Sources of power in negotiation · Communication techniques for in-person and virtual negotiations · How the communication techniques can be used at this organization As you define each source or technique, please include scenarios to help employees understand how to utilize each source and technique for your company. Your presentation must be at least seven PowerPoint slides in length, not including the title slide and reference slide. Please utilize the speaker notes to add additional details. You are required to use at least your textbook as a reference. You may use the CSU Online Library or the Internet for other resources. Follow proper APA format, including citing and referencing all outside sources used. Feel free to use creativity when selecting graphics and fonts/backgrounds. Because learning changes everything. ® Negotiation Section 02: Negotiation Subprocesses Chapter 07: Communication © 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. © McGraw-Hill Education Basic Models of Communication Communication is an activity occurring between two people: a sender and a receiver. Senders have a thought or meaning in mind. Senders encode the meaning into a message to transmit to a receiver. The message is transmitted through a channel or medium to receiver. The receiver decodes and interprets it, gaining understanding. In one-way communication, this process would be complete. A two-way process cycles back and forth. -way communication. 2 © McGraw-Hill Education Figure 7.1: A Transactional Model of Communication Involving Two Parties Jump to slide containing descriptive text. Source: Adapted from Foulger info/research/unifiedModelOfCommunication.htm 3 © McGraw-Hill Education Two-Party Exchange and Feedback The receiver takes an active role in several ways. The recipient receives and interprets the message both for content The recipient then becomes a sender encoding a response. Effective communicators pause to consider the best channel to use. In negotiation, the feedback can take various forms: A nonverbal gesture. An expressed emotion. A question asking for clarification. A response, expansion, or rebuttal to the first message. 4 © McGraw-Hill Education Distortion in Communication Individual communicators each have goals. Diverse goals or antagonism may lead to distortion or errors. Messages are the symbolic forms used to communicate. Symbolic-prone communication can distort meaning and intent. Encoding is putting the message into symbolic form. Affected by skill. Channels or media are means of transmitting messages. Verbal, nonverbal, symbolic? Sent by which conduit? Reception is the process of comprehension. Language differences lead to distortions and errors. Interpretation is gaining the meaning of decoded messages. Everyone filters messages. 5 © McGraw-Hill Education Avoiding Distortion - Feedback An important way to avoid problems in communication is by giving the other party feedback. Inform the sender the message was received, encoded, and ascribed with the meaning the sender intended. Absence of feedback contributes to distortions. In negotiation, feedback can distort communication by influencing their offers and evaluations of possible outcomes. Negotiators should remember that feedback can be used strategically. To induce concessions, change strategies, or alter assessments. 6 © McGraw-Hill Education What is Communicated During Negotiation? Offers, counteroffers, and motives. Communication of offers is dynamic, interactive, and drives change. Information about alternatives. The existence of a BATNA changes several things in a negotiation. Information about outcomes. Be cautious about sharing outcomes or even positive reactions. Social accounts or explanations to the other party. Explains mitigating or exonerating circumstances, or reframing. Communication about process. This may be not just helpful, but critical when conflict intensifies. 7 © McGraw-Hill Education What is Communicated Three Key Questions Are negotiators consistent or adaptive? Negotiators are more likely to be consistent in their communication patterns than to vary their approach. Does it matter what is said early in the negotiation? High-status negotiators did better when they had more speaking time during the first five minutes, but tone matters. Only mixed evidence for a link of early communication to joint gains. Is more information always better? Too much information may lead to the information-is-weakness effect. This may depend on the type of issues and types of information used. 8 © McGraw-Hill Education How People Communicate Language In negotiation, language operates at two levels. The logical level for proposals or offers. The pragmatic level semantics, syntax, and style. Communication depends on encoding and decoding. Idioms or colloquialisms may be a problem, also miscommunication between males and females or between cultures. Choice of words signal a position, but also shape and predict the conversation that ensues. Linguistic patterns early in the negotiation help define issues in ways that may help integrative possibilities later on. 9 © McGraw-Hill Education Use of Nonverbal Communication Some nonverbal acts, attending behaviors, are important. Make eye contact. This is a cue you are listening, but occasionally look away. Use this when speaking, keeping verbal and nonverbal cues in synch. Adjust body position. Hold your body erect, lean forward, and face the person directly. Nonverbally encourage or discourage what the other says. A few simple gestures could encourage or discourage a speaker. Nonverbal communication done well may achieve better outcomes. Nonverbal communication can also be used in teleconferencing. 10 © McGraw-Hill Education Selection of a Communication Channel Communication is experienced differently through different channels face-to-face, telephone, and writing are traditional. The use of network-mediated information is called virtual negotiation. The choice of channel shapes perceptions and behavior norms. The key variation between channels is social bandwidth. The ability to carry and convey subtle cues beyond the literal message. Email is a written communication with some distinctions. People treat email as informal and send unpolished messages. The lack of social cues lowers inhibition and may lead to flaming. 11 © McGraw-Hill Education Communication Channels and Outcomes Rapport is more likely in face-to-face channels. Also disclosure of truthful information is more likely. Written channels are more likely to end in impasse. Face-to-face promotes cooperation but may also enhance toughness. Email can mask or reduce power differences. Reviewability is an asset but there are a couple of drawbacks. E-negotiation gives an excuse from preparing properly. Writing in e-negotiation is challenging leading to rapid closure. 12 © McGraw-Hill Education E-Mail Negotiation and Medium Management In e-negotiation, impasse is likely as party numbers increase. Schmoozing on the phone prior to negotiations improves outcomes. Medium management is using virtual channels effectively. Reactive medium mangers are less successful than proactive. - - mediums. different channels depending on cooperation and mindset. 13 © McGraw-Hill Education Bias With Online Negotiations Temporal synchrony bias. Tendency to behave as if in a synchronous situation, when it is not. Burned bridge bias. Tendency to employ risky behavior, not used in face-to-face encounters. Squeaky wheel bias. Tendency to use negative emotional style to achieve goals. Sinister attribution bias. Occurs when behavior is attributed to personality flaws. Creating a positive rapport can help combat these biases. 14 © McGraw-Hill Education Improve Negotiation Communication Ask Questions Questions clarify communication, eliminating noise and distortion good questions can secure information. Questions can be sidestepped or answered untruthfully. The other party may be unaware of their own bias and emotions. Two categories of questions: manageable and unmanageable. Manageable cause attention, get information, and generate thoughts. Unmanageable cause difficulty, give information, and bring discussion to a false conclusion. Use questions to manage difficult or stalled negotiations. 15 © McGraw-Hill Education Improve Negotiation Communication Listening Passive listening. You receive the message but provide no feedback. Acknowledgement. You acknowledge the message with a nod, eye contact, or interjection. Active listening. Elements in reflective responding, a critical part of active listening. An emphasis on listening and responding to personal points. Active listening is a skill. 16 © McGraw-Hill Education Improve Negotiation Communication Role Reversal Arguing consistently for one position can impede recognition of possible compatibility between the positions. Active listening is a passive process but role-reversal allows a more There are two implications for negotiators. The party attempting the role reversal may be lead to converge positions between the two parties. This is more likely when positions are compatible, but may sharpen perception when positions are incompatible. 17 © McGraw-Hill Education Communication Considerations at the Close of Negotiations Avoid fatal mistakes. Know when to shut up to avoid hurting an agreement. Beware of nit-picking or second guessing by reviewers. Reduce the agreement to written form. Achieving closure. A decision to close is divided into four key elements: framing, gathering intelligence, coming to conclusions, and learning from feedback. Keep track of what you expect to happen, guard against self-serving expectations, and review lessons your feedback provides. 18 Because learning changes everything.® www.mheducation.com End of Chapter 07. © 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Because learning changes everything. ® Negotiation Section 02: Negotiation Subproccesses Chapter 08: Finding and Using Negotiation Power © 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. © McGraw-Hill Education Why Is Power Important to Negotiators? Most negotiators believe power gives them an advantage and seek power when they perceive one of two situations. They believe they currently have less power than the other party. They believe they need more power than the other party. power, or create power equalization or power difference. Motives relate to the use of tactics used for two major reasons. To create power equalization as a way to level the playing field. Those less concerned with their power or with equal power find negotiation proceeds with greater ease and simplicity. 2 © McGraw-Hill Education A Definition of Power In a broad sense, people have power when they achieve their desires or get things done they way they want. Power over another means you can induce them to do things. Power can also mean how dependent a person is on another. Power can range from benign to oppressive and abusive. Power may also be situational. It is near impossible to define power for two reasons. Effective use of power requires a sensitive touch and varies by person. Actors, targets, and context changes with each situation. 3 © McGraw-Hill Education Sources of Power How People Acquire Power There are five identified types of power. Expert, reward, coercive, legitimate, and referent. There are five groupings of power relating to negotiation. Informational sources of power. Power based on personality and individual differences. Power based on position in an organization structural power. Relationship-based sources of power. Contextual sources of power. 4 © McGraw-Hill Education Informational Sources of Power organize data to support their position and desired outcome. In negotiation, it is likely the most important source of power. The exchange of information in negotiation is at the heart of the concession-making process. A common definition emerges through information exchange. The definition is a rationale to adjust positions and reach agreement. How information is presented is a source of power. Directly or indirectly. Power arising from expertise is a special form of information power. 5 © McGraw-Hill Education Power Based on Personality and Individual Differences Cognitive orientation. People differ in their ideological frames to power: the unity frame, radical frame or pluralist frame each shaping perspectives. Motivation orientation. Dispositions and related skills. the impact of emotional expression. 6 © McGraw-Hill Education Structural Power Power from Traditional Hierarchy Legitimate power comes from a job, office, or position. This is at the foundation of our social structure. People can acquire legitimate power by birth, by election, by promotion, or simply by the position itself. Legitimate power cannot function without obedience of the governed. Because of this, power holders may seek more than one type of power. Legitimacy can be applied to some social norms. The legitimate powers of reciprocity, equality, and responsibility or dependence. 7 © McGraw-Hill Education Power from Traditional Hierarchy Resource Power Those who control resources have the capacity to give them or withhold them. Important organizational resources include: money, supplies, human capital, time, equipment, services, and support. Resources are deployed as rewards or punishments considered as reward power and coercion power. Each has a personal and impersonal form. Rewards and punishments can be tangible or intangible. In negotiation, these arise as threats to punish and promises to reward. 8 © McGraw-Hill Education Power Based on Location in a Network Power derives from critical resources flowing through a node. In a network, the ties represent flows and connect nodes. Three key aspects shape power. Tie strength indicates strength or quality of relationships with others. Tie content is the resources that pass along the tie. Network structure is the overall set of relationships in the system. Centrality brings power as the node is integral to a certain flow. Criticality and relevance being irreplaceable is a key to keeping power. Flexibility the role of gatekeeper controls access to key figures or groups. Visibility of the task performance to others in the organization. Membership in one or more coalitions. 9 © McGraw-Hill Education Figure 8.1: Comparing Organizational Hierarchies and Networks Jump to slide containing descriptive text. 10 © McGraw-Hill Education Power Based on Relationships Goal interdependence. Referent power. Made salient when one party identifies a commonality in an effort to increase their power (persuasiveness) over the other. Can also have negative forms. Used when parties seek to create distance or division between themselves and others, or to label the other. 11 © McGraw-Hill Education Contextual Sources of Power BATNAs. Having a strong BATNA increases the likelihood you will make the first offer, increase your outcomes, gain leverage, and claim more value. For integrative outcomes, the reverse is true. Culture. Culture shapes what power is seen as legitimate. Agents, constituencies, and external audiences. Negotiations become more complex if acting as an agent and when there are multiple parties critiquing the outcomes. 12 © McGraw-Hill Education Consequences of Unequal Power Research studies support the following findings. Differences in power and level of interdependence can lead to different conflict orientations and behaviors. Parties with equal power are likely to engage in cooperative behavior, while parties with unequal power likely use threats and punishment. The more powerful party has the capacity to determine the outcome, but does not necessarily use that power. 13 © McGraw-Hill Education Dealing With Others Who Have More Power Never do an all-or-nothing deal. Make the other party smaller. Make yourself bigger. Build momentum through doing deals in sequence. Use the power of competition to leverage power. Constrain yourself. Good information is always a source of power. Ask many questions to gain more information. Do what you can to manage the process. 14 Because learning changes everything.® www.mheducation.com End of chapter 08. © 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.