Professional Documents
Culture Documents
Handling of Problems
Western - American
Asian
designed by Liu Young
www2.hawaii.edu/~barkai
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Ive got it again Larry. An eerie feeling like there is something on top of the bed.
"Then it's agreed. Watson, Smith, Teller, and Wilson go to Heaven; Jones, Paducci, and Horner go to Hell; and Fenton and Miller go to arbitration.
Trial in Court:
ADR
Alternative Dispute Resolution
Negotiation
Ka cho cha Tam Pun Samvad Muleiba Negosiasi Kosho Hyoepsang Rundingan Paronogorong pene Negosasyan - Tawad (bargain) Tan Pan English or Mandarin
Mediation
Agna Kandal Tin Teng Madhyastha Madhyasti Penengah Chotei Joongjae Perantaraan Kamwahu Pagbatiin Tiao Jie English or Mandarin
Sri Lanka
Taiwan Thailand Vietnam
Samuthiya
Tam Pan Jeraja Dam Phan
Samatha Mandalaya
Tawa Shay Klaiklea Hoa Giai
Compiles by Professor John Barkai and students from the University of Hawaiis JEMBA Program (Japan Focused Executive MBA) and JAIMS (Japan American Institute for Management Science) Intercultural Negotiations class.
Guess!
Over
104 Million
Guess!
15 Jury Trials
53 Non-Jury Trials Circuit Court Civil Cases in Hawaii 2011-2012
15 6 14 12 17 12 10 16
0.4
Civil Cases
Circuit Court
3% Jury Trials
in U.S.
>5
3% Jury Trials
in U.S.
Vanishing Trials Federal Court 1962-2002 12% to 2%
Total Trials
450 400 350 300 250 200 150 100 50 0
1964
1967
1970
1973
1976
1979
1982
1985
1988
1991
1994
1997
2000
2003
2006
2009
Conflict
Conflict
Conflict
In one of our concert grand pianos, 243 taut strings exert a pull of 40,000 pounds on an iron frame. It is proof that out of great tension may come great harmony. Theodore E. Steinway
CONFLICT IS LIKE WATER: Too much causes damage to people and property Too little creates a dry, barren landscape devoid of life and color.
- Designing Conflict Management Systems - Cathy Costantino & Christina Sickles Merchant
Information is Power
Positions Interests
Positions
WHAT?
Proposed Solutions
Interests
WHY?
Are WHY you want the positions
Mommy Daddy
(oranges)
Juice Rinds
Autonomy Privacy Belonging Recognition Clarity Acknowledgment Responsibility Love Commitment Affection Respect Nurturance Competency Appreciation
Iceberg Theory Below the line issues Huge & invisible Purposely hidden Out of awareness
And notice, gentlemen, this years model has twenty per cent more trunk space.
You can't always get what you want but if you try sometimes you might find you get what you need
The Rolling Stones
53 CA 32 TX 29 NY
1 AL DE MT ND SD VT WY Constitution
The Camp David Accords September, 1978 Framework for the Conclusion of a Peace Treaty between Egypt and Israel
The following matters are agreed between the parties: - the full exercise of Egyptian sovereignty - the withdrawal of Israeli armed forces from the Sinai; - the use of airfields for civilian purposes only, and - stationing of Forces No more than one division of Egyptian armed forces [permitted]
Only United Nations forces and civil police equipped with light weapons to perform normal police functions will be stationed within an area lying west of the international border and the Gulf of Aqaba, varying in width from 20 km. (12 miles) to 40 km. (24 miles).
[limited border armed forces]
For the Government of the Arab Republic of Egypt: Muhammed Anwar al-Sadat For the Government of Israel: Menachem Begin Witnessed by: Jimmy Carter, President of the United States of America
GETTING TO YES
Separate People from Problem Interests not Positions Invent Options Objective Criteria BATNA
http://mediationadvocacy.com/Getting%20to%20Yes.pdf
BATNA
Best Alternative To a Negotiated Agreement
Conflicting Interests
A. Positions
B. Possible interests
No
missiles in Cuba.
Yes
Missiles can be in Cuba.
Power Imbalances
Cuckoo Strategies
Cuckoo Strategies
Nakanunara, koroshiteshimae, hototogisu (If the cuckoo does not sing, kill it.) by Nobunaga Oda (ruthless) Nakanunara, nakashitemiseyou, hototogisu (If the cuckoo does not sing, coax it.) by Hideyoshi Toyotomi (creative) Nakanunara, nakumadematou, hototogisu (If the cuckoo does not sing, wait for it.) by Leyasu Tokugawa(patient)
36 Chinese Strategies
Applied to Negotiations
If I had six hours to chop down a tree, I'd spend the first hour sharpening the ax.
Abraham Lincoln
Planning
Cuckoo Strategies
Cuckoo Strategies
Nakanunara, koroshiteshimae, hototogisu (If the cuckoo does not sing, kill it.) by Nobunaga Oda (ruthless) Nakanunara, nakashitemiseyou, hototogisu (If the cuckoo does not sing, coax it.) by Hideyoshi Toyotomi (creative) Nakanunara, nakumadematou, hototogisu (If the cuckoo does not sing, wait for it.) by Leyasu Tokugawa(patient)
They would never reveal every fact, because successful negotiation does not hinge on full disclosure.
Distributive Negotiation
Competitive Win-Lose Zero-Sum
The Pie
Buyers = as low as possible Sellers = as high as possible Long term relationship not important Claiming as much value as possible in the negotiation
Integrative Negotiation
Cooperative Win-Win Expanding the possibilities
The Pie
Buyers and Sellers work together to get more Long term relationship is important
$5
$10
$15
BR, Buyers Resistance Point SR, Sellers Resistance Point BT, Buyers Target Point
$5
$10
$15
SR, Sellers Resistance Point BR, Buyers Resistance Point BT, Buyers Target Point
Sally Swansong
Prepare. Prepare. Prepare. Know your BATNA Focus on interests, not positions Know your interests Prioritize your interests Improve your BATNA before the negotiation starts Improve your BATNA during the negotiation
AT THE TABLE 1
Develop a relationship before talking money Recognize their negotiating style Don't narrow your negotiations to one issue Don't quickly accept the first offer even if you think it's fair. If you agree in haste, you may repent at leisure Ask lots and lots of questions Active listen
AT THE TABLE 2
Pace them Make the first offer to anchor (if you have enough info) Start with an extreme, but not outrageous offer If they make the first offer, ignore any extreme offer and anchor your offer in a favorable position Justify all offers and concessions
AT THE TABLE 3
Take a seat to your advantage (not detriment) Wait for TOP to finish before responding Hint at, or disclose your BATNA, to improve their offer Mislead them about your BATNA Determine their interests Ask. Estimate based upon available info. Assume and ask Qs to confirm Be willing to make the first concession Don't make multiple, unilateral concessions Concede slowly Concede in small steps Make you concessions 1/2 of what you would naturally do
AT THE TABLE 4
"That sounds a little high (low)." - to induce concessions Don't be in a hurry to make the deal Ask for an "extra." Nibble Don't take it personally Frame issues as "gains" for them, not losses Use silence Consider if they have a hidden agenda Keep the emotional temperature low
AT THE TABLE 5
Have limited authority Think about the long term Is it worth serious negotiating on this one? Don't appear desperate for the deal Invent options for mutual gain Seek objective criteria Act confident and informed "Split the difference" only when it is to your advantage Flinch
AT THE TABLE 6
Offer contingent concessions Don't act like you "won" or you won't next time Don't underestimate your offer Be willing to walk away (at least for a while) Be willing to suggest mediation Make a larger concession than you thought necessary Most psychological principles suggest your offer is too extreme Over optimistic, Selective perception, Do not reject their offer based because of reactive devaluation
TIPS FOR NEGOTIATING WITH A COMPETITIVE NEGOTIATOR Flinch. Take time out. Remember your BATNA! Get another opinion.
Ask lots of questions Separate the people from the problem Generate alternatives by brainstorming Frame your proposals as a gain to them
TIPS FOR NEGOTIATING WITH A COMPETITIVE NEGOTIATOR Flinch. Take time out. Remember your BATNA! Get another opinion.