Exam

Characterized by:

• Make the other party understand you

• simple as possible

• qualitative feedback loop

• your result is achieved

• appropriate behavior

• no barriers

Consist of

• Knowledge

• Skills

• Motivation

Sender -> Message -> Receiver

• one way process

• no feedback loop

Interactive process where sender and receiver participate actively

Sender -> Message -> Receiver

Receiver <- Feedback <- Sender

Acknowledge that communication is a simultaneous process

includes dimension time to show how communication changes

Party 1 <-> Message/Feedback <-> Party 2

active process of selecting, organizing, and interpreting people, objects, events, situations

the ability to choose a communication behaviour that is both appropriate and effective for a given situation

• perception shapes how we understand others communication

• Selects the subjective important aspects in the moment

• assigns meaning to communication

• Culture

• Social roles

• mind reading

• self-serving bias

• Forms (internal, external)

• Levels (Intra, interpersonal, group, organization)

• Networks (formal, informal)

• Kinds (verbal, nonverbal)

• Channels (written, oral, technology)

• Directions (vertical, horizontal)

• Types (direct, indirect)

• Purpose (intentional, unintentional)

• Tools

1. Build rapport

2. make sure they listen

3. identify the problem

4. identify the solution

5. Why your solution is different

6. explain what you want

7. leave them wanting more

1. Reciprocity

2. Scarcity

3. Authority

4. Consistency

5. Liking

6. Consensus

• first establish trust

• then show competence and strength

• identifying the core idea

• arrange your ideas logically

• develop appropriate language

• deliver your ideas with words, visuals and non-verbal behaviour

• Eye contact

• Using your voice

• persuasive body language

  
  

• interdisciplinary

• social process

• Exchange information

• Purpose is achieving orgnisational goal

• Values

• Artifacts

• Philisophy

• Develop lateral understanding

• flexible chain of command

• set the example

• make training available

• Physical

• Cultural

• Lingusitic

• Semantic

• Body Language

• society and business culture

• Economic condition

• organizational objectives

• managerial philosophy

• leadership style

• organizational structure

• technology

• reward system

• Effective communication

• listening

• clarity

• problem-solving

• assertiveness

• dealing with difficult situations

• Influence

• Decision-making process

• A need of somebody from another party

• exchange process

• Amount of power

• Best / reasonable / worst situation

• BATNA (Best alternative to a negotiated agreement) (Plan B)

• Variables / things to negotiate about

• Competitive/distributive

• Cooperative/integrative

• Consider:

  • Importance of Relationship

  • Importance of Substance

• Then choose approach

• pre-negotiation tactics

• discussion tactics

• post-negotiation tactics

• manipulation

• Both sides feel satisfied

• Respect for both sides

• willing to deal again

• align goals

• expand the pie / win-win

• one party wins / loses

• short term relationship

• only one important objective

• differences in perceived value

• joint use of resources

• different risk tolerance

• Additional issues add to core transaction

• commercial

• technical

• objective

• subjective

• added value

• recognize and verify

• point out

• hold them accountable

• or stop negotiating

• Santa Claus

  • create a sense of obligation by giving a gift

  • use to soften the other party

• Easy start

  • find similarities and build trust

  • brings parties together before difficult topics

• line in the sand

  • make the first offer

  • establish discussion region

• Mishear

  • recap a lower value

  • see if they still agree

• Salami-Slicing

  • series of small concessions

  • secure agreements along the way

• Decoy

  • pretend importance to an unimportant variable

  • trade for major concessions

1. Analyze power for all parties

2. Analyze needs for all parties

3. Exchange information

4. Decide upon your negotiation goal

5. Exchange needs to create an effective agreement

6. Make an agreement

7. follow the agreement conditions

• People have different perceptions, emotions, communication

• discuss and understand each other’s perspectives

• don’t treat the problem the same as the person

• build a relationship to effectively solve the problem

• interest and position are not the same

• negotiation over interests enables open outcomes

• more possibility for solutions

• increased chance of fulfilled personal goals

• variation of outcomes

• multiple ways to get to a solution

• by brainstorming with an open mind

• find opponents interests

• understand issue from the other side

• flexibility

• defined criteria that help to decide on an outcome

• both parties agree to standards there is less discussion

• Consult experts, comparison prices, scientific standards

• if you know the alternative, you can better compare the results

• having an alternative gives you power

• the better your batna the less you have to loose