clnVaca blog

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Perception, Cognition, and Emotion

PERCEPTION
-Perception is the process by which individuals connect to their environment. The process of ascribing meaning to messages and events is strongly influenced by the perceiver’s current state of mind, role, and comprehension of earlier communications.

The Perceptual Process
Stimulus-->Attention-->Recognition-->Translation-->Behavior
Perception (words in bold)

-Perceptual Distortion is the perceiver’s own needs, desires, motivations, and personal experiences may create a predisposition about the other party. This is cause for concern when it leads to biases and errors in perception and subsequent communication.

4 major perceptual errors:
1. Stereotyping
2. Halo effects
3. Selective perception
4. Projection

Stereotyping and halo effects are examples of perceptual distortion by generalization: small amounts of perceptual information are used to draw large conclusions about individuals.

Selective perception and projection are, in contrast, forms of distortion that involve anticipating certain attributes and qualities in another person. The perceiver filters and distorts information to arrive at a consistent view.

1. Stereotyping: it occurs when one individual assigns attributes to another solely on the basis of the other’s membership in a particular social or demographic category. For example, males or females, religions, or sexual orientations.
2. Halo effects: it occur when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.
3. Selective perception: it occurs when the perceiver singles out certain information that supports or reinforces a prior belief and filters out information that does not confirm that belief.
4. Projection: it occurs when people assign to others the characteristics or feelings that they possess themselves.

FRAMING
-A frame is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.
-Frames are important in negotiation because “people can encounter the same dispute and perceive it in very different ways as a result of their backgrounds, professional training or past experiences.”

Types of Frames
1. Substantive-what the conflict is about. Parties taking a substantive frame have a particular disposition about the key issue or concern in the conflict.
2. Outcome-a party’s predisposition to achieving a specific result or outcome from the negotiation. To the degree that a negotiator has a specific, preferred outcome he or she wants to achieve, the dominant frame may be to focus all strategy, tactics, and communication toward getting that outcome. Parties who have a strong outcome frame are more likely to engage primarily in distributive negotiations than in other types of negotiations.
3. Aspiration-a predisposition toward satisfying a broader set of interests or needs in negotiation. Rather than focusing on a specific outcome, the negotiator tries to unsure that his or her basic interests, needs, and concerns are met. Parties who have a strong aspiration frame are more likely to be primarily engaged in integrative negotiation than in other types.
4. Process-how the parties will go about resolving their dispute. Negotiators who have a strong process frame are less likely than others to be concerned about the specific negotiation issues but more concerned about how the deliberations will proceed, or how the dispute should be managed. When the major concerns are largely procedural rather than substantive, process frames will be strong.
5. Identity-how the parties define “who they are.” Parties are members of a number of different social groups-gender, religion, ethnic origin, place of birth, current place of residence, and the like. These are only a few of the categories people can use to define themselves and distinguish themselves from others.
6. Characterization-how the parties define the other parties. A characterization frame can clearly be shaped by experience with the other party, by information about the other party’s history or reputation, or by the way the other party comes across early in the negotiation experience. In conflict, identity frames tend to be positive; characterization frames tend to be negative.
7. Loss-gain—how the parties define the risk or reward associated with particular outcomes. For example, a buyer in a sales negotiation can view the transaction in loss terms (the monetary cost of the purchase) or in gain terms (the value of the item).

How Frames Work in Negotiation
1. Negotiators can use more than one frame.
2. Mismatches in frames between parties are sources of conflict.
3. Particular types of frames may lead to particular types of agreements.
4. Specific frames may be likely to be used with certain types of issues.
5. Parties are likely to assume a particular frame because of various factors.

Another Approach to Frames: Interests, Rights, and Power
-Interests. People are often concerned about what they need, desire, or want.
-Rights. People may also be concerned about who is “right”—that is, who has legitimacy, who is correct, or what is fair.
-Power. People may wish to resolve a negotiation on the basis of power. Negotiations resolved by power are sometimes based on who is physically stronger or is able to coerce the other, but more often, it is about imposing other types of costs—economic pressures, expertise, legitimate authority, and so on.

The Frame of an Issue Changes as the Negotiation Evolves
1. Negotiators tend to argue for stock issues, or concerns that are raised every time the parties negotiate.
2. Each party attempts to make the best possible case for his or her preferred position or perspective.
3. Frames may define major shifts and transitions in a complex overall negotiation.
4. Finally, multiple agenda items operate to shape issue development.

COGNITIVE BIASES in NEGOTIATION

-Errors when negotiators process information:
1. Irrational Escalation of Commitment
2. Mythical Fixed-Pie Beliefs
3. Anchoring and Adjustment
4. Issue Framing and Risk
5. Availability of Information
6. The Winner’s Curse
7. Overconfidence
8. The Law of Small Numbers
9. Self-Serving Biases
10. Endowment Effect
11. Ignoring Others’ Cognitions
12. Reactive Devaluation

MOOD, EMOTION, AND NEGOTIAION

-Negotiations Create Both Positive and Negative Emotions

-Positive Emotions Generally have Positive Consequences for Negotiations Positive emotions can lead to these consequences:
Positive feelings are more likely to lead the parties toward more integrative processes.
Positive feelings also create a positive attitude toward the other side.
Positive feelings promote persistence.

-Aspects of the Negotiation Process can Lead to Positive Emotions
Positive feelings result from fair procedures during negotiation.
Positive feelings result from favorable social comparisons.

-Negative Emotions Generally Have Negative Consequences for Negotiations
Negative emotions may lead parties to define the situation as competitive or distributive.
Negative emotions may undermine a negotiator’s ability to analyze the situation accurately, which adversely affects individual outcomes.
Negative emotions may lead parties to escalate the conflict.
Negative emotions may lead parties to retaliate and may thwart integrative outcomes.

-Aspects of the Negotiation Process Can Lead to Negative Emotions
Negative emotions may result from a competitive mindset.
Negative emotions may result from impasse.

-The Effects of Positive and Negative Emotion in Negotiation

Positive feelings may have negative consequences.
Negative feelings may create positive outcomes.

-Emotions Can be Used Strategically as Negotiation Gambits

By Charles, Ivan, Linda and Vivian

Communication

What Is Communicated during Negotiation?

1. Offers, Counteroffers, and Motives
The communication of offers is a dynamic process (e.g., the offers change or shift over time)
The offer process is interactive (bargainers influence each other)
Various internal and external factors (e.g., time limitations, reciprocity norms, alternatives, constituency pressures) drive the interaction and “motivate a bargainer to change his or her offer.”

2. Information about Alternatives
BATNA changes several things in negotiation
Compared to negotiators without attractive BATNAs, negotiators with attractive BATNAs set higher reservation prices for themselves than their counterparts did
Negotiators whose counterparts had attractive BATNAs set lower reservation points for themselves
When both parties were aware of the attractive BATNA that one of the negotiators had, that negotiator received a more positive negotiation outcome
3. Information about Outcomes
The Effects of Sharing Different Types of Information on Negotiators’ Evaluation of Success.
If they found out that the negotiators had done better, or was simply pleased with his or her outcome, then negotiators felt less positive about their own outcome
If they learn that the other party did relatively poorly, they are less satisfied with the outcome than when they have no comparison information.
Negotiators should be cautions about sharing their outcomes or even their positive reactions to outcomes with the other party, especially if they are going to negotiate with that party again in the future

4. Social Accounts
Three important types of explanations:
Explanations of mitigating circumstances, where negotiators suggest that they had no choice in talking the positions they did
Explanations of exonerating circumstances, where negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative, it derives from positive motives (e.g., an honest mistake)
Reframing explanations, where outcomes can be explained by changing the context (e.g., short-term pain for long-term gain).

5. Communication about Process
Some communication is about the negotiation process itself---how well it is going or what procedures might be adopted to improve the situation. (e.g., some communication strategies in negotiation are used to halt conflict spirals that might otherwise lead to impasse or less-than-ideal outcomes).

How People Communicate in Negotiation
1. Use of Language
Language operates at two levels:
Logical (for proposals or offers)
Pragmatic (semantics, syntax, and style)
2. Use of Nonverbal Communication
Make Eye Contact
Adjust Body Position
Nonverbally Encourage or Discourage What the Other Says
3. Selection of a Communication Channel
Social presence
E-mail

Top Ten Rules for Virtual Negotiation
1) Take steps to create a face-to-face relationship before negotiation, or early on, so that there is a face or voice behind the e-mail.
2) Be explicit about the normative process to be followed during the negotiation.
3) If others are present in a virtual negotiation (on either your side or theirs) make sure everyone knows who is there and why
4) Pick the channel (face-to-face, videophone, voice, fax, or e-mail, etc.) that is most effective at getting all the information and detail on the table so that it can be fully considered by both sides
5) Avoid “flaming”; when you must express emotion, label the emotion explicitly so the other knows that it is and what’s behind it
6) Formal turn-taking is not strictly necessary, but try to synchronize offers and counteroffers. Speak up if it is not clear “whose turn it is.”
7) Check out assumptions you are making about the other’s interests, offers, proposals, or conduct. Less face-to-face contact means less information about the other party and a greater chance that inferences will get you in trouble, so ask questions
8) In many virtual negotiations (e.g., e-mail) everything is communicated in writing, so be careful not to make unwise commitments that can be used against you. Neither should you take undue advantage of the other party in this way; discuss and clarify until all agree
9) It may be easier to use unethical tactics in virtual negotiation because facts are harder to verify. But resist the temptation: The consequences are just as severe, and perhaps more so, given the incriminating evidence available when virtual negotiations are automatically archived
10) Not all styles work equally well in all settings. Work to develop a personal negotiation style (collaboration, competition, etc.) that is a good fit with the communication channel you are using. One of the most difficult aspects of negotiation is the actual give-and-take that occurs at the table. Should I stick with this point, or is it time to fold? Should I open the bidding or wait for the other side to take the lead? It requires good judgment to make these choices.

How to Improve Communication in Negotiation

1. The Use of Questions
Manageable Questions
Open-ended questions: ones that cannot be answered with a simple yes or no. Who, what, when, where, and why questions.
Open questions: invite the other’s thinking
Leading questions: point toward an answer
Cool questions: low emotionally
Planned questions: part of an overall logical sequence of questions developed in advance
Treat questions: flatter the opponent at the same time as you ask for information
Window questions: aid in looking into the other person’s mind
Directive questions: focus on a specific point
Gauging questions: ascertain how the other person feels

Unmanageable Questions
Close-out questions: force the other party into seeing things your way
Loaded question: put the other party on the spot regardless of the answer
Heated questions: high emotionality, trigger emotional responses
Impulse questions: occur “on the spur of the moment,” without planning, and tend to get conversation off the track
Trick questions: appear to require a frank answer, but really are “loaded” in their meaning
Reflective trick questions: reflects the other into agreeing with your point of view
2. Listening
Passive listening
Acknowledgment
Active listening

3. Role Reversal

Special Communication Considerations at the Close of Negotiations

Avoiding Fatal Mistakes
Achieving Closure


Summary

In this chapter we have considered elements of the art and science of communication that are relevant to understanding negotiations.
We first addressed what is communicated during negotiation. Rather than simply being an exchange of preferences about solutions, negotiation covers a wide-ranging number of topics in an environment where each party is trying to influence the other. This was followed by an exploration of three issues related to how people communicate in negotiation: the use of language, nonverbal communication, and the selection of a communication channel.
In the final two sections of the chapter we discussed how to improve communication considerations at the close of negotiation.

By Billy and Steven

Using Language to Achieve a Leadership Purpose

The effective use of language is how the leaders lead and inspire other to action. The essence of leadership communication is the leaders’ ability to influence positively and overcoming barriers to effective communication. A positive ethos is created by the effective use of the language which is the use of the right words in the right way to achieve the outcome of you intend.

Achieving a Positive Ethos through Tone and Style
Guidelines for Creating a Positive Ethos
1. Do not try to imitate someone else’s style. Although you can adjust your tone slightly to different situations, you do not want to move too far away from your natural voice. If you do, you risk sounding artificial and perhaps superficial.
2. Read what you have written aloud to see how you sound, and if something is particularly sensitive, read it to someone else.
3. Never send something out when you are angry or upset. Always wait until you have control of your emotions and can select your language carefully.
4. Be careful in your use of complex language or “thesaurusitis,” finding a word in a thesaurus and using it because it is a “big” word when a simple one would be better (for example, saying “utilize” instead of “use”).
5. Use strong verbs and avoid passive voice unless you have a specific reason to use it (see discussion below).
6. Select a positive over a negative construction when possible. For example, say “We will begin implementing the changes you recommended on January 22.”
7. Avoid using too many modifiers or empty words, such as “sort of,” “kind of,” “possible,” and too many “ly” words in particular.
8. Be careful in the use of qualifiers, such as “in my opinion,” “I think,” “I believe,” “probably,” and “I feel.” They can make you sound too unsure of yourself and hesitant.
9. Eliminate fillers, such as “you know,” “uh,” and “um” from your speech.
10. Be careful with the use of jargon (see discussion below). Use it only when it is the best way to say what you want to say and when you know for sure the audience will understand it.

Communicating Concisely
1. Avoid the Overuse of the Passive Voice- The Actor Should Usually Come First in the Sentence
Use passive unless
-Want to protect the actor
-Not sure who is responsible for the action
- The actor is unimportant
-The company stile or some other mandate dictates otherwise.
2. Avoid Expletives, Such as “There Is” or “ It Is”- Watch for the “It Is . . . That” Construction in Particular
l Use meaning and emphasis to guide the use
3. Avoid the Use of Prepositional Idioms
Idioms to Avoid Concise Replacements
Due to the fact that --> because
During the time that --> while
For the purpose of --> to
For the reason that --> because or since
If the conditions are such that --> if
In order to --> to
In the event that --> if
In the area of --> in
In the case of --> in
In the interest of --> for
In the nature of --> in
In the region of --> around
Next to --> by
On the top of --> on or above
Over and above --> beyond
With regard to --> regarding
With the purpose of --> to

4. Avoid the Overuse of Relative Pronouns- “Who,” “Which,” and “That”
5. Avoid the Repetition of Words and Ideas
6. Do Not Overuse Descriptive Words, Particularly Adverbs (-ly Words)
7. Avoid Weasel Words, Ambiguous Noncommittal Words
8. Be Aware of Jargon (Language Used in Particular Disciplines) and Other Kinds of Gobbledygook
9. Avoid Nominalizations (a Jargon Word Used b Linguists That Means Turning Verbs into Nouns by Adding –tion)
10. Avoid Redundancies

Using Business Language Correctly
A positive ethos is made up of a concise and confident style with an appropriate tone. It is important to use the correct language in business communication; one careless error can cause a large damage in the company.

The Language Rules That Matter
Type of Error
1. Sentence fragment
2. Unpunctuated parenthetical expression (interrupter)
3. Run-on sentence
4. Faulty parallel structure
5. Dangling modifier
6. Apostrophe in plural noun
7. Comma splice
8. Use of reflexive pronoun when objective case is needed
9. Use of less for a count noun
10. Use of nominative case pronoun in compound indirect object
11. Use of between for more than two
12. Adverbial clause as complement to linking verb
13. Its/it’s confusion
14. Use of adverb “Badly” with state-of-being verb “Feel”
15. Misspelling of “principle”
16. Lack of apostrophe in possessive noun
17. Starting a sentence with “But”
18. “Which” used to refer to entire preceding clause
19. Use of plural pronoun to refer singular noun
20. Use of plural verb with either/or subject structure

The power of Punctuation
Punctuation helps to follow the complete thoughts and distinguish between sentences. The perfect passage is made with the use of proper punctuation. Wrong message will be delivered if the punctuation is used incorrectly.
-Eats, shoots and leaves

Additional Punctuation Rules
Quotation Marks
Commas after Introductory Phrases
Commas with Items in a Series
Commas with Nonrestrictive Clauses
Apostrophes
Parentheses
Ellipses

Sexist Language
Leaders should avoid sexist language in business culture because it shows a bias or preference toward one gender over another.
The Use of Ms.
- Convenient and well-accepted way to address a woman of unknown marital status
- Follow audience’s lead, if possible
A Note on Letter Salutations
- Use Ms. When not sure of a woman’s marital status
- Unsure of the sex, use the first and last name
The Use of Words Ending in “man”

Employing Efficient and Effective Editing Techniques
Develop a method to help you edit your work.
“Do Save Money”
D = Document (overall coherence, organization, formatting, tone)
S = Sentences (structure, clarity, conciseness)
M = Mechanics (typos, spelling, usage, diction)

Document
1. Read the complete document aloud for flow (logical progression and adequate transition) and tone.
2. Map the structure, noting major and minor ideas.
3. Add headings if necessary and make sure all are consistent and capture the “so what.”
4. Break up long paragraphs into smaller paragraphs or make lists if appropriate.
5. Circle all pointer or transition words at the beginning of paragraphs. Do you have too few or too many? Are there places where you need more variety?
6. Check to see that attachments and exhibits are identified in the text of the document.
7. Now, look at the document; does it look neat, logical, accessible, and consistently formatted?

Sentences
1. After you have made any necessary organizational changes, go back through and underline conjunctions.
2. Try combining short simple sentences into compound or complex sentences and breaking long sentences into shorter ones.
3. Cut out prepositional idioms and other wordy expressions.
4. Check for lack of parallel structure and misplaced or dangling modifiers (note each use of an introductory participial phrase such as “having finished” to be sure that the first noun in the next clause can perform the action described).
5. Highlight each “this” and “it” to make sure your reference is clear.
6. Mark “to be” constructions to see if you can substitute a strong active verb. If you find passive voice constructions, make sure that they are necessary.

Mechanics
1. Check for comma splices, run-ons, and fragments. Underlining the conjunctions should help you find sentence errors.
2. Note use of punctuation marks, such as dashes, colons, commas, question marks.
3. Next, proofread the entire document, looking for typos, spelling, and diction.
4. Finally, proofread the document backwards to catch typos and spelling errors. Actually start at the end of the page and sentence and work your way to the beginning. When we proof our own work, we tend to read what we think we have written instead of what is actually on the page. By reading backwards, your eye is forced to look at each word.

Few reminders on proofreading:
Do not proofread as you write. Proofread after you think you are finished.
Try to put some time between when you write something and when you proof it.
Know what errors you tend to make or overlook, and watch for them in particular.
Watch for common trouble spots, such as transposed letters, confused words, pronoun/antecedent disagreement, dangling modifiers, and misused apostrophes.

By Linda and Charles

Developing and Delivering Leadership Presentations

The Three “P’s” Approach to Presentation Development and Delivery
Plan:
Determine strategy
Analyze audience
Select medium/delivery
Organize and establish logical structure
Prepare:
Develop introduction, body, and conclusion
Create graphics
Test the flow and logic
Edit/proofread
Practice, checking room and equipment
Present
Get nerves under control
Deliver, using PPT effectively
Handle Q & A’s
Conduct post-presentation assessment

Ⅰ.Planning Your Presentation

Determining Your Strategy
As you clarify your purpose to write effectively, your must define the purpose of your presentation clearly and specifically and develop a communication strategy using the communication strategy framework: context, messages, spokesperson, media/forum, timing, and audience
As in writing, you need to consider the context for your presentation, establish some background for your presentation to provide the context that audience needs to understand your purpose.

Analyze audience:
What is your primary purpose in delivering this presentation to this audience?
Who is your primary audience and what do they know, expect, and feel? Who is the secondary audience?
What is motivating the audience to attend the presentation and how do you motivate them to listen to you?
What do you expect the audience to do and to feel based on your presentation?

Selecting the Medium and the Delivery Method
Stand-up extemporaneous
- Overhead
-Computer
Round-table discussions
Flip charts or white boards
Video or phone conferencing
Team presentations

Selecting the Extemporaneous Format
Characteristics
1. Most difficult and most effective form of presentation
2. Require a lot of preparation
Advantages
1. Allow you to maintain eye contact
2. Permit adjustments to audience
3. Help you to appear confident and knowledgeable

Deciding to Use a Round-Table Presentation Format
1. Encourages an informal, interactive discussion
2. Builds consensus or gains agreement
3. Allows the checking of facts or identifies sources of missing facts
4. Surfaces and resolves issues
5. Accommodates providing a lot of information in a short amount of time
6. Establish eye contact with your audience
7. Be flexible and responsive to the discussion
8. Give your audience time to skim the page
9. Be alert to audience’s body language

Establishing an Effective Structure
Use appropriate structure for your purpose, audience, and subject
Limit presentation to three or four main topics
Make sure each point logically follows the previous one and leads to the next one
Use adequate, even obvious, transitions
Use more repetition than you would in writing

Stand-Up Extemporaneous Presentations
Three major advantages over any other method:
1. Maintain eye contact and rapport with your audience.
2. Make adjustments based on the audience’s response.
3. Appear confident and knowledgeable.

Impromptu Presentations
1. Do not rush into speaking. Take a deep breath and gather your thoughts. A few seconds of silence will not bother anyone.
2. If appropriate, start by giving your name or by saying something informal to break the ice, such as a positive comment about the surroundings or the meal.
3. If appropriate, refer to something that a previous speaker said, but again be positive.
4. Think very simply of the primary message you want to deliver and isolate only a couple of supporting topics.
5. State your message and your supporting topics before you dive into details, and then come back at the end and repeat the main points.

Ⅱ. Preparing a presentation to achieve the greatest impact

Developing the introduction, Body, and Conclusion
Tell them what you are going to tell them,
Tell them;
Then, tell them what you have told them.

Creating an Effective Introduction
Establish your credibility and competence by appearing confident and creating a rapport
Do not apology
Arouse the audience’s interest in your topic
Use anecdotes, reference context, or review reasons for presentation if appropriate
Announce the subject and list your main topics
Start quickly and get to the point

Developing Effective Body Content
A good presentation
- Is concise and specifically focused
- Follows your outline and does not drift off course
- Covers only what needs to be covered
- Balances the general with the specific
- Emphasizes what you can do for your audience
- Does not contain anything to which the audience can say, “So what?”

Concluding Effectively
Summarize by going back over main points
Make a recommendation or repeat it
Do not stop abruptly with the statement, “That’s all.”
Make the most of the presenting opportunity by emphasizing main messages

Practicing
Go through your presentation at least twice
Try to recreate the speaking situation
Practice in the same room if possible
Try to practice at least once in front of a mirror
Time your presentation at least twice
Organize your presentation to allow last-minute adjustments
Be prepared, be flexible, and anticipate the unexpected

Ⅲ. Presenting effectively and with greater confidence

Presenting with Confidence
Using appropriate eye contact, facial expressions, and body language
Avoiding common body language problems
Using an effective speaking style
Delivering effectively with visual aids
Handling the Q&A
Achieving a positive ethos

Using Effective Body Language

Move out beyond the podium if possible
Focus your energy
Maintain a comfortable, relaxed stance appropriate to the situation
Stand with your feet comfortably spaced
Keep your body positioned facing your audience (never turn your back)
Demonstrate your message with gestures

Avoiding Common Body Language Problems
1. Slouching or assuming other informal stance
2. Leaning to one side or the other
3. Pacing up and down or around the room too much
4. Clasping hands in front or behind
5. Standing with hands on hips
6. Gripping the podium
7. Gesturing too much, too little, or when not appropriate
8. Fidgeting with keys, rings, pens, pointer, etc.
9. Rocking or shifting your feet
10. Leaning on the lectern or sitting on the table

Using an Effective Speaking Style
Do not speak too loudly or too softly
Articulate clearly
Pronounce each word correctly
Place accents where they should be
Vary your rhythm appropriately
Watch the “uh’s” or similar fillers

Delivering Effectively with Visual Aids
Face forward, maintaining eye contact
Avoid looking back or at your laptop screen
Position yourself for easy access to mouse or keyboard to advance slides
Stop talking when advancing slides
Introduce slides before they appear

Handling Q&A’s
Anticipate likely questions in advance
Plan who will answer them (in a team)
Announce timing of questions before speaking
Listen very carefully to the question
Repeat the question
Keep your answer short and simple
Avoid dialogue with a single questioner
After answering the last question, conclude by repeating your main message

Achieving a Positive Ethos
The best ways to project a positive ethos:
- Believe in what you are saying
- Be prepared
- Create and maintain a rapport
- Adopt a secure stance
- Use comfortable gestures
- Establish and maintain eye contact
- Adjust pacing based on audience response

By Billy and Steven

Negotiation: Strategy and planning

Effective strategy and planning arge the most critical precursors for achieving negotiation objectives.

There are some consequences of failed planning:

1. Negotiators fail to set clear objectives or targets that serve as benchmarks for evaluating offers and packages.
2. If negotiators have not done their homework, they may not understand the strengths and weaknesses of their won positions or recognize comparable strengths and weaknesses in the other party argument.
3. Negotiators cannot simply depend upon being quick and clever during give and take of negotiation.
The goals are focus that drives a negotiation strategy.

Direct effects of how goals affect negotiation are important to understand:

1. Wishes are not goals, especially in negotiation. Wishes may be related to interests or needs that motivate goals, but they are not goals themselves.
2. Goals are often linked to the other party’s goals.
3. There are boundaries or limits to what goals can be.
4. Effective goals must be concrete, specific, and measurable. The less concrete and measurable our goals are, the harder it is to (a) communicate to the party what we want (b) understand what the other party wants (c) determine whether an offer on the table satisfies our goals.

A negotiator who carefully plans will make an effort to do the following:

1. Understand the key issues that must be resolves in the upcoming negotiation
2. Assemble all the issues together and understand the complexity of the bargaining mix.
3. Understand and define the key interests at stake that underlie the issues
4. Define the limits- points where we will walk away- and alternatives other deals we could do if this deal does not work out.
5. Clarify the targets to be achieved and the opening points- where we will begin the discussion.
6. Understand constituents and what they expect of me
7. Other party in the negotiation- their goals, issues, strategies, interests, limits, alternatives, targets, openings, and authority.
8. Plan the process by which I will present sell my ideas to the other party
9. Define the important points of protocol in the process- the agenda, who will be at the table or observing the negotiation, where and when we will negotiate, and so on.
10. Understand the flow of negotiations: stages and phases:
Phase 1 Preparation
phase 2 Relationship building
phase 3 Information gathering
phase 4 Information using
phase 5 Bidding
phase 6 Closing the deal
phase 7 Implement the agreement

By Ivan and Vivian