Table of content

• Leadership Communication

1. Developing Leadership Communication Strategy
2. Creating Leadership Documents
3. Using Language to Achieve a Leadership Purpose
4. Developing and Delivering Leadership Presentations
5. Using Graphic and Powerpoint for a Leadership Presentations
6. Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication
7. Leading Productive Management Meetings
8. Building and Leading High-Performance Teams
9. Establishing Leadership through Strategic Internal Communication
10. Leading through Effective External Relations

Essentials of Negotiation

1. The Nature of Negotiation
2. negotiation: Strategizing, Framing, and Planning
3. Strategy and Tactics of Distributive Bargaining
4. Strategy and Tactics of Integrative Negotiation
5. Perception, Cognition and Communication
6. Finding and Using Negotiation Leverage
7. Ethics in Negotiation
8. Global Negotiation
9. Managing Difficult Negotiations: Individual Approaches

From class: Tips Time Management

chapter9: Managing difficult Negotiations: Invidual Approaches

It is not uncommon for negotiations, especially distributive ones, to become contentious to the point of breakdown. In extreme cases, conflict escalates and interpersonal enmity increases. Negotiations are “difficult to resolve” to the extent that the process of conflict resolution is characterized by the following dynamics:
The atmosphere is charged with anger, frustration, and resentment. Mistrust and hostility are directed at the opposing negotiator. Channels of communication, previously used to exchange information and supporting arguments for each party’s position, are now closed or constrained.
The original issues at stake have become blurred and ill defined, and perhaps new issues have been added. The parties tend to perceive great differences in their respective positions. Conflict heightens the magnitude of these differences and minimizes areas of perceived commonality and agreement. As anger and tension increase, the parties become more locked in to their initial negotiating positions. If there is more than one person on a side, those on the same side tend to view each other favorably.
The five major conflict-reduction strategies that can be uses to resolve impasses:
1.Reducing tension and synchronizing the de-escalation of hostility.
2.Improving the accuracy of communication, particularly improving each party’s understanding of the other’s perspective.
3..Controlling the number and size of issues in the discussion.
4..Establishing a common ground rule on which the parties can find a basis for agreement.
5.Enhancing the desirability of the options and alternatives that each party presents to the other.
Another major difficulty that inhibits parties from reaching agreement is that as conflict intensifies, the size and number of the issues expand. The problem for negotiators in escalated impasses, therefore, is to develop strategies to contain issue proliferation and reduce the negotiation to manageable proportions.

“Fractionating” is a method of issue control that involves dividing a large conflict into smaller parts. Fractionating can involve several actions: reducing the number of parties on each side; controlling the number of substantive issues involved; stating issues in concrete terms rather than as principles; restricting the precedents involved, both procedural and substantive; searching for ways to narrow the big issues; and depersonalizing issues, separating them from the parties advocating them.Parties in escalated conflict tend to magnify perceived differences and to minimize perceived similarities.

The parties tend to see themselves as further apart and having less in common than may actually be the case. Therefore, another action that parties can take to de-escalade conflict is to establish common ground and focus on common objectives. Several approaches are possible: establishing common goals, aligning against common enemies, agreeing to follow a common procedure, or establishing a common framework for approaching the negotiation problem.The tools discussed are broad in function and in application, and they represent self-help for negotiators dealing with stalled or problematic exchanges. None of these methods and remedies is a panacea, and each should be chosen and applied with sensitivity to the needs and limitations of the situations and of the negotiators involved. A truly confrontational breakdown, especially one that involves agreements of great impact or importance, sometimes justifies the introduction of individuals or agencies who themselves are not party to the dispute.

chapter8: Global Negotiation

This chapter focused on various aspects of a growing field of negotiation that explores the complexities of negotiation across boarders. The lesson began with the American negotiating styles; both American and non-American perspectives; that American business negotiator have an "arrogant ignorance" that handicaps them when negotiating globally. They are always in hurry, do not understand the role of small talk in building relationship and are too quick to concede in negotiations. Thus the stregths of this styles are friendliness, fairness and honesty, flexible and innovative.
Secondly the lesson examined the results of a research program by John Graham that compared American negotiators with negotiators from other countries. They can negotiated the same level of outcomes on a standard negotiation task. Finally the research suggested that they should use different strategies when negotiating with people from around the world.
We then discussed Salacuse's description of the environment factors that influence global negotiations

• political and legal pluralism
• international economics
• foreign government and bureaucracies
• instability
• ideology
• culture

including one more environmental factor external stakesholder from Phatak and Habib

1)relative bargaining power 2)levels of conflict 3)relationship between negotiators 4)desired outcomes 5)immediate stakesholders. Each of these environment and context factors acsts to make cross-bordernegotiations more difficult. Negotiators need to understand how to manage them. Next, we turned to a discussion of Hofstede's work on culture. This work defines cultures as the shared values and belief held by a group of people, and is the most comprehensive study of cultural dimensions in international business. He concluded that four dimensions could summarize cultural differences:

1. individualism/collectivism
2. power distance
3. musculinity/feminity
4. uncertainty avoidance

We then examined how cultural differences can influence negotiations. Weiss and Stripp suggest that culture can influence global negotiation in several ways, including 1) the definition of negotiation 2) the selection of negotiators 3) protocol 4) communication 5) time 6) risk propensity 7) group versus individuals 8) the natur eof agreements

In conclusion the lesson discussed how to manage cultural differences when negotiating across borders. Weiss present strategies which may be used individually, whereas others are used jointly with the other negotiator. He also indicates thatone critical aspect of choosing the correct strategy for a given negotiation is the degree of familiarity(low, moderate or high) that a negotiator has with the other cultures. However,even those with high familiarity with another culture are faced with a daunting task if they want to modify their strategy completely when they deal with the other culture.