Term
| Defined as an offer that is at or slightly more aggressive than the aspiration point. |
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Definition
| Anchoring; Offers can indicate one‘s aspiration point and bargaining zone. The expectation is that the anchor pulls or secures an agreement close to one‘s aspiration point. Research strongly suggests that in simple bargaining situations the stronger one‘s anchor, the closer the final agreement is to the negotiator‘s aspiration point. |
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Term
| The best each party hopes to get out of a negotiated agreement: |
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Definition
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Term
| The bargaining range defined as the overlapping or common area of each party‘s aspiration point and reservation point. |
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Definition
| Zone of Possible Agreement or ZOPA. No overlap, no ZOPA! |
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Term
| Best Alternative To a Negotiated Agreement or BATNA: Defined as an alternative that--should negotiations fail--you are willing and able to execute without the other party‘s participation or permission. |
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Definition
| Best Alternative To a Negotiated Agreement or BATNA. (Understanding your BATNA and the other party’s BATNA will help you determine when or if you should walk away from the negotiation table. To formulate a practical BATNA, you must have both the capability or resources and the will to execute this alternative on your own without any assistance.) |
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Term
| To determine this, investigate your position through a series of critical thinking or CT questions that begin with Who, What, When, Where, and Why. |
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Definition
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Term
| It is the reason behind you position. |
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Definition
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Term
| What are the three basic types of interests: |
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Definition
| Procedural, Psychological, and Substantive |
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Term
| Effective ________ depend on understanding the types of interests. |
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Definition
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Term
| What type of interest is concerned with how a process is conducted? |
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Definition
| procedural; Negotiators with procedural interests are not as concerned with the actual details of the outcome as they are with how an outcome is determined. |
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Term
| What types of interests are concerned with how people feel, how they are perceived, and how they relate with others? |
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Definition
| Psychological interests (sometimes called relationship interests) |
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Term
| What type of interests have to do with things such as schedules, prices, salaries, et cetera. These make up the bulk of most negotiations. |
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Definition
| Substantive interests, which are perhaps the most important. Negotiators should always work to identify and categorize the interests and then work at developing solutions that address the type of interest. |
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Term
| The bottom line; the least favorable option or offer you will accept. |
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Definition
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Term
| A statement of terms with no room for adjustment. It is positional and embodies the most precise use of a take-it-or-leave-it option. |
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Definition
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Term
| What is the practice of focusing on the interests, and not the positions, of the two negotiating parties? It is the preferred style by the Air Force mediators because, in most instances, there will be a continuing relationship between the parties after mediation and negotiations adjourn. |
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Definition
| Interest-Based Negotiations, or IBN, is referred to as Interest-based Problem-Solving. |
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Term
| With this type of negotiation, the focus is placed on the interests of each party and how to satisfy them. The mediator‘s challenge is to guide these parties to focus on their interests instead of their positions. |
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Definition
| Interest Based Negotiations (IBN) |
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Term
| What type of thinkers' mental processes tend to be creative and spontaneous? They are comfortable with uncertainty and ambiguity. They prefer flexible plans with as many options as possible. |
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Definition
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Term
| _______ thinkers tend to be reliable, rational, and principle-based. They constantly work to reduce uncertainty and ambiguity. They prefer thorough plans that fully address all contingencies. |
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Definition
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Term
| What is the first step in selecting a negotiation syle that is most appropriate fro the situation? |
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Definition
| determining whether the task or the people or both are important. |
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Term
| Which strategy depends heavily on each party's collaborative efforts and desire to achieve, mutually satisfactory outcome (task orientation), while simultaneously managing a trusting relationship (people orientation). |
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Definition
| Cooperative Negotiation Strategy or CNS |
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Term
| Using this passive strategy when preserving the relationship between you and the other party is more important than the task |
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Definition
| comply; Use of this strategy tends to delegate responsibility to the other person or party. |
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Term
| Use this strategy when you have information that you are willing to share and the opposite trusts your information and you trust their information. |
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Definition
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Term
| This passive, unassertive strategy is useful when: the current situation favors any proposed solution; the issue at hand is unimportant to one or both parties; there are other, more pressing priorities; or the opposite is way too powerful or competitive. |
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Definition
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Term
| This strategy depends heavily on each party's collaborative efforts and desire to achieve a mutually satisfactory outcome--task orientation, while simultaneously managing a trusting relationship--people orientation. |
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Definition
| Cooperative Negotiation Strategy or CNS |
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Term
| The most useful where only one variable is at stake. It usually results in a quick negotiation which makes it an efficient strategy. However, use of this strategy rarely results in an optimal outcome. |
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Definition
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Term
| This negotiation strategy is most appropriate when trust exists between the negotiating parities and there is a desire by both parties to reach a solution quickly |
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Definition
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Term
| This strategy focuses on the basic and perhaps common interests that drive each party’s position. These interests are not always evident and may take time to uncover, but lead to common ground, generating options valued by both parties, and possibly a solution even better than what they could have created on their own. |
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Definition
| Cooperative Negotiation Strategy |
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Term
| The success of this strategy depends on each party’s ability to share information |
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Definition
| Cooperative Negotiation Strategy (CNS) |
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Term
| Trust building is a foundational tool of the |
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Definition
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Term
| In ______, sharing info and thinking critically and understanding info is in sharp contrast to the tendency to withhold and manipulate information characterizing other negotiation strategies. |
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Definition
| Cooperative Negotiation Strategy (CNS) |
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Term
| This negotiation preference should be used when the current situation favors any proposed solution, issue at hand is unimportant to one of both parities, and there are other and/or more pressing priorities |
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Definition
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Term
| which negotiation preference is low task and people priented |
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Definition
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Term
| In this cultural context, hidden messages complicate the negotiation process; the communication style encourages avoiding over conflict; information is in the physical context or internalized in the person; the extended family is ore important than individuality |
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Definition
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Term
| In this cultural context, establishing the relationship is just as important as reaching a mutually satisfying outcome |
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Definition
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Term
| In this cultural context, a person’s identity is based on the individual and his or her social network. Communications are direct. The mass of information is in the spoken or written explicit language. The communication style encourages speaking your mind, being explicit. Overt messages make the negotiations process more transparent |
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Definition
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Term
| ________ are rule-oriented societies with minimal interpersonal contact, and actions focus on accomplishing the task as soon as possible. |
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Definition
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Term
| sFor high context cultures, what are the precursors to a mutually satisfactory negotiated resolution? |
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Definition
| A trusting relationship and upholding cultural and religious beliefs, values, and social standard |
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Term
| Means both parties anticipate their opposite to recognize and respect its culture and will abstain or refrain from discriminatory behaviors. |
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Definition
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Term
| What are the five options on the Negotiation Preferences and Styles Chart (NPSC)? |
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Definition
| Well, you got chee Insistin', and ya got chee cooperatin', and ya got chee complyin', ya got chee evadin', and last of all ya got chee settlin'. |
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Term
| Because of a lack of trust in the opposite--and/or for the sake of time, a ____ context disputant will provide little or no information to the opposite. |
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Definition
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Term
| _____ context cultures are primarily task-oriented and work toward negotiating a resolution as quickly as possible. |
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Definition
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Term
| _____ context negotiators use the Cooperate Negotiation Strategy with the expectation that both parties will collaborate as partners, sharing information and power in order to reach a mutually satisfying solution. |
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Definition
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Term
| The party exercising the _____ and _____ Strategies is not limited to its BATNA as long as all parties agree to the resolution. |
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Definition
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Term
| Because the party believes its BATNA is too weak to consider, a negotiator from a _____ context region whose country is poor and vulnerable to attack may submit to a more powerful opposite, hoping that establishing an alliance with a formidable opposite will satisfy its security needs. |
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Definition
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Term
| A disputing party may exercise the _____ strategy when it believes it lacks the power and information necessary to successfully negotiate with a more powerful and informed opposite |
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Definition
| Evade; As the strategy‘s name implies, this party may avoid the situation and resort to its BATNA until it obtains more information and/or power. |
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Term
| According to ths negotiation strategy, both parties, realizing that their BATNAs are too weak to consider, may decide that they should compromise to reach a solution that somewhat satisfies their needs. |
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Definition
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Term
| provides a structured process for managing all parties’ focus on a mutually satisfactory interest-based resolution |
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Definition
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Term
| ______ context negotiators respond to the opposite’s reluctance to share information with a diminished willingness to share their own information. |
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Definition
| High context, people-oriented |
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Term
| Which cultural context likes to satisfy position, not interests; consider fewer options; and tend to resort to using their BATNA when an agreement cannot be met in negotiation? |
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Definition
| Low context-task oriented cultures |
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Term
| In which cultural context will negotiators tend to leave negotiations without resolution, if they feel they have the most positional power, and if their interests are not being met? However, if they feel they have less positional power, and their interests are not being met, then they will tend to comply or evade, forfeiting their position and interests, or resort to using their BATNA. |
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Definition
| High context (people-oriented) negotiators |
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Term
| Applying the _____ strategy means you take the time to consider the people involved in the negotiations as well as the task at hand. By taking the time to establish a trusting relationship and an understanding of one another‘s culture, values, beliefs, and worldview, parties can collaboratively seek a solution that satisfies the needs or interests of both parties instead of treating each other as adversaries in a contest of wills. |
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Definition
| Cooperative Negotiation Strategy (CNS) |
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Term
| cultivates mutual respect, assisting negotiators and mediators to reveal the underlying interests of all parties that ultimately lead to long-lasting solutions for all. |
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Definition
| CNS (cooperative negotiation strategy) |
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Term
| In negotiation, it is the _______ that must be satisfied, not the _______. |
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Definition
| interests, not the positions |
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Term
| the _______ must effectively facilitate negotiations between the two disputing parties, reveal the interests that exist, and ensure that they reach a mutual agreement or resolution to the issue. |
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Definition
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Term
| Although mediation can be effective at any stage of a dispute, it is generally most effective when used early or late in the process? |
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Definition
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Term
| In _______ mediation, a subject-matter expert mediator describes the issue, offers an opinion on the strengths and weaknesses of each party‘s side, and suggests options to resolve the matter. |
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Definition
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Term
| In ______ mediation, an active third party—a mediator--enhances communication and encourages the parties to discuss matters freely and to voluntarily participate in the mediation process. The parties clarify issues, reevaluate positions, and analyze interests to resolve the original dispute. |
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Definition
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Term
| The Air Force has adopted the ______ style of mediation for all workplace disputes. It is currently the best practice for Air Force workplace dispute mediations. |
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Definition
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Term
| A ______ is a confidential and private meeting between each of the parties—individually--and the mediator. It offers the mediator the behind-the-scenes perspective from each party to ensure that there is a potential zone within which the parties can reach agreement. |
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Definition
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Term
| A ______ focuses negotiating parties on their interests, rather than their positions. |
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Definition
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Term
| The mediator uses ________, typically through a series of questions, to help the parties to understand the weaknesses of their case, issue, or demand. This is used by the mediator when a party has a very weak position or argument, no claim for what they seek, no legal basis for the settlement they desire, or unrealistic demands of the other party. |
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Definition
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Term
| The mediator‘s responsibility is to _____ and maintain the quality of the proceedings. |
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Definition
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Term
| _______ provides new perspectives that may reveal options previously hidden |
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Definition
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Term
| What are the five stages of mediation? |
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Definition
| mediator opening statement, parties’ opening statements, joint discussion, caucus, and closure. |
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Term
| is the first opportunity for the mediator to interact with and assist the parties in focusing less on their positions and more on their interests. |
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Definition
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Term
| What is the standard sequence of events for mediation between parties? |
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Definition
| Focus on interests, clarify issues, generate options, agree on criteria for selecting options that satisfy both parties' interests, caucus if/when necessary. |
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