1. Edit the text with your own short phrase. The animation is already done for you; just copy and paste the slide into your existing presentation.

2. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 15 - 2 Statements from the Cross

3. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 15 - 3 Statement no. 6 “Now, having borne the sins of the world, Jesus cried out, ‘It is finished.’”

4. Negotiation “A discussion between two or more disputants who are trying to work out a solution to their problem. ”

5. Competitive Cooperative Issues Interests Positions McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Negotiation

6. “A discussion between two or more disputants who are trying to work out a solution to their problem. ” Positional bargaining - Competitive Interest-based (Integrative) bargaining – Cooperative Integrative bargaining – Creating Value Distributive bargaining – Claiming Value

7. Negotiation - Planning Frame the problem (conceptions that parties have of the situation and its risks) Determine and assemble goals; negotiation procedures Prioritize goals and evaluate trade-offs Sequencing of issues for discussion Define specific targets Anticipate different ways of packaging issues Develop supporting arguments Assessing other party’s priorities and interests

8. Negotiation – Power to Influence Good alternative Knowledge of people, positions, and facts Selection and presentation of facts Message consistent with opponent’s values Invent a good solution to the problem

9. Negotiation – Barriers BATNA (Best Alterative to a Negotiated Agreement) ZOPA (Zone of Possible Agreement) Compromise is the name of the game Dilemma of Honesty Perceptual Bias Hostility

10. Pre-negotiation – preparation is tantamount to any successful activity and negotiation is no different. 1. Agenda 2. Rapport Negotiation – Phases

11. Pre-negotiation – preparation is tantamount to any successful activity and negotiation is no different. Conceptualization – developing the foundation by framing the issues. 1. Principles 2. Concessions Negotiation – Phases

12. Pre-negotiation – preparation is tantamount to any successful activity and negotiation is no different. Conceptualization – developing the foundation by framing the issues. Setting the details Negotiation – Phases

13. Pre-negotiation – preparation is tantamount to any successful activity and negotiation is no different. Conceptualization – developing the foundation by framing the issues. Setting the details Follow-up Counterparts Negotiation – Phases

14. Integrative Bargaining “A negotiation strategy in which parties collaborate to find a win-win solution to their dispute. ” Aim is to develop mutually beneficial agreements based on the interests of the disputants.

15. Positional Disputants are adversaries Goal is victory Demand concessions Disputants are joint problem-solvers Goal is wise decision Work together to determine who gets what Integrative McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Positional vs. Integrative Bargaining Dig into position Focus on interests, not positions

16. Positional Mislead, use tricks Insist on your position Apply pressure Be open about interests, use fair principles Insist on objective criteria; consider multiple answers Use reason; yield to principle, not pressure Integrative McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Positional vs. Integrative Bargaining Look for win for you alone Look for win-win opportunities

17. Integrative Bargaining Steps Identifying interests Identifying perceptions Identifying potential consequences Identifying multiple interests Creating options

18. Integrative Bargaining Basics Multiple issues Sharing Problem-solving Bridge Building

19. Distributive Bargaining “A competitive negotiation strategy that is used to decide how to distribute a fixed resource, such as money. ” Integrative bargaining enlarges the pie; distributive bargaining divides and distributes the pie.

20. Distributive Bargaining Basics Give little or no information Try to pry as much information from the other side Only reveal alternative options Let them make the first offer Be realistic

21. The Ethical Dilemma MEANS ENDS RIGHT WRONG RIGHT WRONG

22. What is Ethics? “…that behavior which is the ‘right’ thing to do, given the circumstances” Four principles: Honesty Integrity Fairness Concern for others

23. Theory in Ethics Teleology Consequentialism Egoism Utilitarianism Deontology Relativism Next

24. Act is morally acceptable if it produces some desired result. Form of consequentialism--morality of decisions are based on their consequences. Methods for Ethical Decision Making Teleology

25. Egoism--acts that benefit the individual’s self-interest. Utilitarianism--acts that maximize total utility--the greatest good for the greatest number of people. Methods for Ethical Decision Making Teleology Back

26. The inherent rightness or wrongness of an act guides behavior, regardless of the outcome. Believes that there are some things people should never do. Methods for Ethical Decision Making Deontology Back

27. The correctness of decisions is thought to change over time. Uses others to judge the ethicality of decisions. Methods for Ethical Decision Making Relativism Back

28. Five Common Ethical Traps The False-Necessity Trap The Doctrine-of-Relative-Filth Trap The Rationalization Trap The Self-Deception Trap The Ends-Justify-the-Means Trap

29. Tools for Doing the Right Thing Is the action you are considering legal? How would you see the problem if you were on the opposite side? What are alternate solutions? Can you discuss the problem with someone whose advice you trust? How would you feel if your family, friends, employer, or coworkers learned of your actions?

30. Edit the text with your own short phrase. The animation is already done for you; just copy and paste the slide into your existing presentation. Absolutes or Relatives??