LC_CHAPTER 12 : Leadership through effective external relations

This chapter provides guideline to help manage external relations in day-to day encounters and in crisis situations so you will get positive image. In the beginning developing external relations strategy, the books has introduced following steps they include: clarify your purpose and strategic objectives, for being a good company need to have managing the press and media, community involvement, establishing relationship with the financial analysts. Identifying major external stakeholders include many of the following: Media, community, customer, investors, analysts, board, partners, distributors, suppliers or vendors, trade associations, unions, interest groups, retirees, competitors, government agencies, and the public at large. Creating major to reach external audience successfully following criteria honest, clear, consistent, and meaningful. Selecting the right spokesperson, there are three major rules apply: they must be at the right level for the problem, they must project a positive ethos, and they should received media training. Establishing the most effective media or forum, to ensure reaching the identified stakeholders is another critical component of external relations. Determining the best timing, depending on the context, the timing of an external message can be critical. Monitoring the results, two of the most common methods used to obtain feedback from external stakeholders are focus groups and surveys.

With the framework in mind, you can take the following steps to create a strategy for external audiences:
1. Clarify your purpose and strategic objectives.
2. Identify your major audiences or stakeholders.
3. Create, refine, and test your major messages.
4. Select, limit, and coach your spokesperson(s).
5. Establish the most effective media or forum.
6. Determine the best timing.7. Monitor the results.

In building and maintaining a positive corporate image, there are six ways companies can build and maintain a positive corporate image: design campaigns to promote the company as a whole, carry out ambitious programs to champion product quality and customer service, maintain systems to screen employee activities for reputation side effects, demonstrate sensitivity to the environment, hire internal communication staff and retain public relations firms, demonstrate corporate citizenship.

Working with the new media there are three major issues need to follow: understanding the media rule and importance, deciding when to talk to the media, and preparing for and delivering a media interview in here also mention three little things they are preparation, is the key to an affective interview. Performance during the interview, you better very well prepared and be ready for it. Step to take after the interview.

Handing crisis communication, the following guidelines will help company response appropriately in crisis situation. Develop a general crisis communication plan and communicate it, once the crisis occurs, respond quickly; make sure you have the right people ready to respond and that they all respond with the same message, put yourself in the shoes of your audience, do not overlook the value of the web, revisit your crisis communication plan frequently, build in a way to monitor the coverage, perform a post crisis evaluation.

Although establishing positive relationships with external audiences prior to a crisis will help in all but the extreme situations, no amount of goodwill can guarantee the positive coverage that is necessary to avoid permanent damage to a company’s reputation.

LC CHAPTER 11 : Leadership Through Strategic Internal Communication

This chapter talked about the effective internal communication leadership which is an important tool for management to direct the organization and motivate employee. This chapter also focused on establishing leadership through strategic communication with the employees.

They start with recognizing the strategic role of employee communication. We should ensure the employee communication connects to the strategic objectives. We should assess the employee communication effectiveness in order to coach or encourage them for accomplishing the organization’s goal. In the effective internal communication stage, there are the core factors as follow:
            1- Supportive management
            2- Targeted messages
            3- Effective media/forum
            4- Well-positioned staff
            5- Ongoing assessment
           

We need the missions and vision to strengthen the internal communication by understanding the importance of mission and vision, defining missions and visions, ensuring the mission and vision are effective, and building an effective mission and vision. For Building an Effective mission and vision, we might start with create initial draft, then clarify the meaning.

 The mission and vision need to be concise. The strategic objectives are developed to make the vision. Cascading meeting is the way to test the employee about the mission and vision. It might start with the upper level of the organization broken into functions or division and then give way to cross-level, functional, or divisional meetings. Next step is the designing and implementing effective change communication which should begin with determining the scope of the change communication program, and then structuring a communication program for major change.

LC_CHAPTER 10 : High-Performing Team Leadership

This chapter discussed about how to build and lead the team effectively. Deciding to form teams is the first step to build the effective team. The team is ready to be formed after we know that the team is the best approach to achieve goal, the organization knows how to manage team issues and processes and know how to resolves the conflicts, the company technology supports team communication, and the performance can be measured.

            There are several processes to be established. It started at creating the team charter which consists of the purpose, member roles and responsibilities, ground rules and the communication protocol. Action plan allow the team to see the big picture of the project meanwhile work plan becomes a more specific elaboration of the action plan. The team’s performance is up to the ability of the team to deliver the results of its work. Team member should learn each other’s experience of being on the team. The talent can solve the problem, however, the talented people clash. We can improve the ability to work together smoothly by taking time to know each other’s current situation (Position and responsibility), Work experience, Expectations, Personality, and Cultural differences. After spending time together, we might experience conflict. We can classify the internal team conflict into four types; Analytical conflict, Task conflict, Interpersonal conflict, and Roles conflict.     

  We use three following approaches to manage the conflict.
- One on One (Individuals involved work it out between themselves)
- Facilitation (Individuals involved work with a facilitator or mediator)
- Team ( Individuals involved discuss it with the entire team)
The virtual teams are teams whose member are geographically dispersed and rely primarily on technology for communication and to accomplish their work as a team. There are several advantages be provided by using virtual team such as lowering travel cost, reducing project schedules, improving efficiency, and so on. The virtual team needs to have more structure than a traditional team so the member should be trained and practice.

LC_CHAPTER 9:Leadership and Productivity

The managers spending between 70 and 90 percent of their workday communicating, a great deal of this time is spent in business meetings.When meetings last too long or attendees fail to take meetings seriously or wander of topic during meetings, meetings tend to lose their value in organizations.Hence, it is essential that managers learn how to plan properly for meetings, manage meeting problems and conflicts effectively and ensure that meetings to into positive action for the organization.

This chapter focuses on how to plan and conduct productive meeting by determining when a meeting is the best forum for achieving the required result; establishing objectives, outcomes, and agenda.

            First, performing essential planning, you need to define a clear purpose and analyze your audience to determine whether a meeting is the best forum for what you want to accomplish. Your main purpose for meeting might be to inform, but could also intend to persuade or even to instruct in the same meeting.
            You need determine topics for the agenda that should follow directly from the objectives and end products and should contain the information about timing and objectives. The attendees you invite should be the ones who can contribute to achieving your objectives.
            You should consider the setting that includes location, equipment, and layout of the room. For on-site meeting, you should establish ground rules that attempt to protect the meeting time as if it were off-site. Setting the time for the meeting can be important.
            To accomplish your goals, you want people when they are at their best.
            You should think about people’s schedules and commitments as much as possible. Finally, you will want to anticipate and provide any information the group may need before or during the meeting to accomplish the meeting purpose.
            If you have not done so beforehand, announce at the start of the meeting the decision-making approach that you plan to use, clarify leader and attendee roles and responsibilities, and establish meeting ground rules.
            In addition, the meeting will be more productive if your attendees know and use common problem-solving tools such as brainstorming, Ranking or rating, Sorting by category (logical grouping), Edward de Bono’s Six Thinking Hats, Opposition analysis, Decision trees, From/to analysis, Force-field analysis, The matrix, and Frameworks.
            The primary responsibilities of a meeting leader are to plan the meeting, provide the content, anticipate problems, and ensure process facilitation. Fulfilling the last responsibility may call for the use of a skilled facilitator.

LC_CHAPTER 8 : Cross-cultural literacy and communication

In this chapter, we know how to emotional intelligence relates to leadership style and how cultural literacy relates to how effectively one communicates as a leader.There are definite steps that can be taken to improve one’s emotional intelligence and how well one.As a leader, one’s listening skills can also be improved upon.In communicating, there is need to pay close attention both verbal and non verbal communication elements in order to succeed as a leader.Mentoring is key part of leadership communication and providing feedback is essential to developing staff that report to us as managers.In the context of emotional intelligence, psychological tools like the MBTI can be used to understand oneself better and help identify possible areas for improvement.

LC_CHAPTER 7 : Emotional Intelligence and Interpersonal Skills for Leaders

This chapter talked about the Emotional Intelligence and Cultural Literacy which are important to communicate with others effectively. First, we need to understand the Emotional Intelligence and we should connect it to leadership styles. Self-awareness is the first step toward emotional intelligence. We can use MBTI develop concepts of personality. The MBTI consists of four dichotomies - Introvert (I) vs. Extravert (E), Sensing (S) vs. iNtuitive (N), Thinking (T) vs. Feeling (F), and Judging (J) vs. Perceiving (P) - in 16 combinations. If we know the others’ type, we can effectively lead and motivate them to the way we want.

 There are many types of nonverbal communication which are important for anyone wanting to improve his or her communication skills. We also need to be a good listener. Thereafter, mentoring other and providing feedback are the last step to develop the Emotional Intelligence. This chapter focused on the Cultural Literacy as well. If we understand and appreciate cultural diversity, we will know how best to communicate with all of the different audiences. First, we should know the importance of cultural literacy and then define the culture. We use the framework to understand differences.

There are many factors to understand such as context (what is going around us), information flow (how message flow between people and levels in organization), time (polychornic time and monochromic), language (central influence on culture and one of the most highly charged symbols of a culture or a nation), and power (the differences of power perception).

LC_CHAPTER 6: Graphics and PowerPoint with a Leadership Edge

In this chapter we focus on when and how to use graphic in effectively. The author gives us some helpful tool guide to let us know how to make good presentation. When to use graphic there are following purpose we should know it. To reinforce the message, to provide a road map to the structure of a presentation, to illustrate relationships or concepts visually, to support an assertion, to emphasize important ideas, to maintain and enhance interest.

 The next thing is for data charts one thing is very important, you need to clarify your message and then you can determine the type and content of the graph. Creating meaningful effective text layouts. In here give us some guideline, do not use too many words on the slide, do not have only one bullet or sub-bullet as a category, keep the text simple but present meaningful content.

The right colors and front can make a difference in how effective your PowerPoint is. The last one would be making the most of PowerPoint as a design and presentation tool. This section is on using PowerPoint as a tool to communicate your content more effectively. There are some guidelines would help us to understand more clearly, selecting and designing layouts and templates, interesting graphs, using animation , and delivering effectively PowerPoint.

Graphic should always be purposeful. They should add to the content of the presentation or the document. Specially, graphics should serve the following purpose :
            *Reinforce the message.

            *Provide a road map to the structure of a presentation.

*Illustrate relationships and concepts visually.
            *Support assertions.
            * Emphasize important ideas.
            * Maintain and enhance interest.

            For data charts to add to your presentation or document, you first need to clarify your message and then you can determine the type and content of the graph that will add to, support, or explain that message best.

LC_CHAPTER 5 : Leadership Presentations

CHAPTER 5 : Leadership Presentations

In this chapter show me about One of main skills of leader is public speaking.  To do it effectively, there is a process called “Three P’s” that can help: Plan, Prepare and Present.

The first stage is Plan.  For Plan, first look at the Context, then use a framework of Purpose -> Message -> Communicator / Medium or Forum -> Audiences.   Feedback and Timing are factors in this framework.

The medium and delivery method has many advantages and disadvantages.  Some different mediums are Stand-up (no visuals), Roundtable, Stand-up (with presentation) and Impromptu presentations.

The first section deals with developing the introduction, body and conclusion.   Adding Graphics can add to presentation value.  Next you should test the flow and logic flow smoothly.   Editing and Proofing helps make sure the presentation to check the message is clear, concise, correct especially visual aids.  Also practice the presentation out loud helps preparation

The third stage is Present.  When presenting, make sure you keep your nerves under control which can have a lot of fear for people.   Keep eye contact with audience and look around to different people but not too quick.  Our stance and gestures reflect attitude.   It should be comfortable, relaxed stance and use hands but not too much.  For voice and speech, try not to use “umm” or “uh” and speak loudly.  Use Visual aids can deliver message better.    

LC_CHAPTER 4: Creating Written Leadership Communication

            this is chapter is saying when business people creative a documents, make sure that you organized your content your documents, for a professional audience they expects order and logic in a documents.

            When you are writing a letter, starting by starting your purpose, so your reader knows your reason for writing. In business world today, people are still using like letters, memos, E-mail, text message to communicate with. Author mentions people do make a mistake for business E-mail. For example: unclear subject line, sloppy grammar, spelling and punctuation, unfriendly tone.

            In business formal report content a letter or memo of transmittal or preface, cover page, title page, table of contents, short summary, introduction, discussion, and appendix. Formatting is important in creating a professional document. There is a good study guide to follow business standards: Layout, spacing should be single-spaced with a double space between the paragraphs, Text should be fully aligned on the left but not on the right.

            Times New Roman has become the preferred font and is used most frequently in business documents.

LC_CHAPTER 3 : The Language of Leaders

CHAPTER 3 : The Language of Leaders

The goal of this chapter is to help you create a positive ethos through the effective use of language--the use of the right words in the right way to achieve the outcome you intend. You reveal your ethos through the language you use. If you are unsure and lack confidence in your writing or speaking abilities, your choice of words, your style, and your tone will reveal it . If ,on the other hand, you are confident in your ability to use the language of leaders, that confidence will resonate in your words and enhance your influence with all your targeted audiences.
            As a leader, you want your audience to perceive positive eths in your tone, to see you as confident, and to trust and believe you. This chapter begins by discussing how you can achieve a positive ethos through your writing and speaking style, which your audience perceives as your tone. It provides ways to make your style more concise and , by doing so , ensure that you sound more forceful and confident. It then reviews briefly the correct use of language expected in leadership communication and concludes by showing you techniques the help you edit your own work.
In this chapter you will learn to do the following:
1. Achieve a positive ethos through tone and style.
2. Communicate in a style that is clear and concise.
3. Use business language correctly.
4. Employ efficient editing techniques.

LC_CHAPTER 2 : Leadership Communication Purpose, Strategy, and Structure

CHAPTER 2 : Leadership Communication Purpose, Strategy, and Structure

            In this chapter as we look at title developing leadership communication strategy. In the beginning, once you determine your purpose there are four tools can help you analyze your ideas, they are brainstorming, idea mapping, the journalist questions, and the decision tree. The brainstorming means list all words that come to mind, not matter is good or bad idea, sometimes help you keep more thinking. Who?what?why?when?where?How? The six questions always help in business communication, when you are going to ask your audience, it’s always a good begin with.

            The decision tree is a way to break topic into this part so that you can see how the subtopics relate. In the next section the author giving us some good communication strategy.1Using a strategy framework, 2.creating an action plan, 3.Analyzing your audience,4 expertise,5 decision making-style, organizational context.

LC_Chapter 1 : Developing Leadership Communication Strategy

Chapter 1 : Developing Leadership Communication Strategy

This chapter talked about the leadership communication which emphasized on establishing a clear purpose developing a communication strategy, analyzing an audience, and ensuring we use the most effective organization structure. In business section, we set the purposes or objectives and find the best way to accomplish them. It's the same meaning to the leadership communication. 

We have to know what we like to communicate to the audience and determine how best to achieve the successful communication. First, we should have the clear purpose, and then generate the ideas by brainstorming, idea mapping, journalist’s questions and decision tree. The next step is determining the communication strategy. There are many components in the communication strategy framework that we need to consider. Let's begin with the context-what is happening when the messages are received. Then, we focus on purpose, message, medium/forum-the best channel for message delivery, spokesperson-the proper person to deliver the message and timing matter, audience, and feedback. Analyzing the audience is significant to determine how we can approach and shape the messages.

Whenever we've clarified our purpose, conducted the audience analysis, and created the strategy, we're getting ready to choose the best way containing good organization to present our ideas to the audience by both written and oral. Selecting organizational devices, using the pyramid Principle, and creating a storyboard are the techniques for working out the logical and structured communication.

CHAPTER 12 : Best practices in negotiations

In this chapter reflect on negotiation at broad level by providing 10 “best practices” for negotiators who which to continue to improve their negotiation skills. Ten best practices for negotiators are as follow:
            1.Be prepared: Good preparation means setting aspirations for negotiation that are high but achievable
            2.Diagnose the fundamental structure of the negotiation: a distributive negotiation, an integrative negotiation, or a blend of the two
            3.Identify and work the BATNA: three things should be done with respect to other negotiator’s BATNA – monitor carefully, remind other negotiator’s advantages, and suggest other negotitor
            4.Be willing to walk away: goal is achieving a valued outcome, not reaching an agreement per se.
            5.Master paradoxes: the best way to manage paradox is to achieve a balance between the opposing forces
            6.Remember the intangibles: intangibles frequently affect negotiation in a negative way
            7.Actively manage coalitions: three types of coalitions and their potential effects – coalitions against you, coalitions that support you, and loose, undefined coalition that may materialize either for or against you
            8.Savor and protect your reputation: Reputation is fragile, important to build, easy to break and very hare to rebuild once broken.
            9.Remember that rationality and fairness are relative
            10.Continue to learn from the experience: the best negotiator should analyze each negotiation after it has concluded, to review what happened and what they learned.

CHAPTER 11 : International and cross-cultural negotiation

This chapter show me about examined various aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation. International negotiation has become the norm rather than an exotic activity that only occasionally occurs. It begins with two important factors that make the international negotiation different. 

There are two important ways that culture has been conceptualized: culture as shared value, and culture dialectic. The influence of culture on negotiations is listed in term of managerial and research perspectives. From the practitioner perspective, we discussed 10 ways that culture can influences negotiation: the definition of negotiation, the negotiation opportunity, the selection of negotiators, protocol, communication, time sensitivity, risk propensity, groups versus individuals, the nature of agreements, and emotionalism.

From the research perspective, we examined the effects of culture on negotiation outcomes, negotiation process, negotiator cognition, and negotiator ethics. This chapter also discussed eight different culturally responsive strategies that negotiators can use with a negotiator from a different culture.

CHAPTER 10 : Multiple Parties and Team

In this chapter, most negotiation theory has been developed under the assumption that negotiation is a bilateral process – that there are only two focal negotiators or teams of negotiators opposing each other. Yet many negotiators are multilateral or group deliberations – more than two negotiators are involved, each with his or her own interests and positions, and the group must arrive at a collective agreement regarding a plan, decision, or course of action. In this chapter, we explored the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two-party negotiations. I present here a brief set of questions that any participant in negotiations involving coalitions, multiple parties, or teams should keep in mind:

Effective groups do the following things

1. Test assumption and inferences
2. Share all relevant information
3. Focus on interests, not positions
4. Be specific - use examples
5. Agree on what important works mean
6. Explain the reasons behind one's statements, questions, and answers
7. Disagree openly with any member of the group
8. Make statements, then invite questions and comments
9. Jointly design ways to test disagreements and solutions
10. Discuss undiscussable issues

11. Keep the discussion focused
12. Do not take cheap shots or otherwise distract the group
13. Expect to have all members participate in all phases of the process
14. Exchange relevant information with nongroup members
15. Make decisions by consensus

16.Conduct a self - critique

Chapter 9 : Relationships in Negotiation

This chapter identifies several issues that make negotiating in relationship different from and more challenging than conducting either distributive or integrative negotiations between parties who have no past or intended future relationship. “Relationship” is the meaning assigned by two or more individuals to their connectedness or coexistence. There are four key dimensions of relationship; Attraction, Rapport, Bonding, and Breadth.

 Reputation, trust, and justice are three elements that be come more critical and pronounced when they occur within a relationship negotiation. Your reputation is how other people remember their past experience with you, so it is the legacy that you leave behind after a negotiation encounter with another party. Higher levels of trust make negotiation easier, while lower levels of trust make negotiation more difficult. There are three things that contribute to the level of trust one negotiator may have for another: the individual’s chronic disposition toward trust; situation factors; and the history of the relationship between the parties. The third major issue in relationships is the question of what is fair or just. Not only are various form of justice interrelated, but reputation, trust, and justice all interact in shaping expectations of the other’s behavior

CHAPTER 8 : Ethics in Negotiatio

In this chapter, we have discussed factors that negotiation consider when they decide whether particular tactics are deceptive and unethical. We began to discuss how ethical questions are inherent in the process of negotiation, and then presented four approaches to ethical reasoning. We discussed the different forms that ethically ambiguous tactics take; we analyzed the motives for and consequences of engaging in unethical negotiation behavior. In the final section we talk how negotiation can respond to another party that may be using tactics of deception.

CHAPTER 7: Finding and using Negotiation Power

In this chapter, they discussed the nature of power in negotiation. They suggested that there were two major ways to think about power. “power over” which suggests that power is fundamentally dominating and coercive in nature, and “power with” suggesting that power is jointly shared with the other party to collectively develop joint goals and objectives. There is agreat tendency to see and define power as the former, but as we have discussed in this chapter and our review of the basic negotiation strategies “power with” is critical to successful integrative negotiation.

            They reviewed five major sources of power

·       Informational sources of power (information and expertise)

·       Personal source of power (psychological orientation, cognitive orientation, motivational orientation, certain dispositions, and moral orientation and skills).

·       Position-based sources of power (legitimate power and resource control)

·       Relationship-based power (goal interdependence and referent power and netwoks).

·       Contextual sources of power (availability of BATNAs, availability of agents, and the orgaizational or national culture in which the negotiation occurs).

In closing, we wish to stress two key points.

 First while we have presented many vehicles for attaining power in this chapter, it must be remembered that power can be highly elusive and fleeting in negotiation. Almost anything can be source of power if it gives the negotiator a temporary advantage over the other party(e.g.,BATNA or a piece of critical information).

Second, power is only the capacity to influence; using that power and skillfully exerthing influence on the other requires a great deal of sophistication and experience. 

CHAPTER 6: Communication

What is communicated during Negotiation

            Most of the communication during megotiation is not about negotiator preferences. Although the blend of integrative versus distributive content varies as a function of the issuses being discussed,it is also clear that the content of communication is only partly responsible for negotiation outcomes.

            In the following sections, we discuss five different categories of communication that take place during negotiations and then consider the question of whether more communication is always better than less communication.

1.      Offers, Counteroffers, and Motives

2.      Information about Alternatives

3.      Information about Outcomes

4.      Social accounts

5.      Communication about process

How people communicate in negotiation: Three aspects related to the “how” of communication:

1.      The characteristics of language that communicators use

2.       The use of nonverbal communication in negotiation

3.      The selection of a communication channel for sending and receiving messages

How to improve communication in negotiation: Three main techniques are available for improving communication in negotiation:

1.      The use of question

2.       Listening

3.      Role reversal

Special communication considerations at the close of negotiations, Negotiators must attend to two key aspects of communication and negotiation simultaneously:

1.      The avoidance of fatal mistakes

2.       The achieving closure

This chapter we have considered elements of the art and science of communication that are

relevant to under stading negotiations.

            They first addressed what is communicated during negotiation. Rather than simply being an exchange of preferences about solutions, negotiation covers a wideranging number of topics in an environment where each party is trying to influence the other. This was followed by an exploration of three issues related to how people communicate in negotiation: the characteristics of language, nonverbal communication, and the selection of a communication channel. They discussed at some length how the decision to negotiate in online environments alters negotiator behavior and outcomes.

            In the closing sections of the chapter they considered ways to improve communication in negotiation, including improvement of listening skills and the use of question, and special communication considerations at the close of negotiation.  

CHAPTER 5 : Perception, Cognition, and Emotion

Perception

Perception Defined

          Perception is the process by which individuals connect to their environment.

Perception is a “sense-making” process

This selective perception occurs through a number of perceptual “shortcuts” that allow uw to process information more readily. Unfortunately, the perceptual efficeiencies that result may come at the expense of accuracy.

Cognitive Biases in Negotiation

          So far they have examined how information is perceived, filtered, distorted, and framed. In this section, we examine how negotiators use information to make decisions during the negotiation. Rather than being perfect processors of information, it is quite clear that negotiators (like all decision makers) have a tendency to make systematic errors when they process information. These errors, collectively labeled cognitive biases, tend to impede negotiator performance: they include:

1.      The irrational escalation of commitment

2.      The mythical belief that the issues under negotiation are all fixed-pie

3.      The process of anchoring and adjustment in decision making

4.      Issue and problem framing

5.      The availability of information

6.      The winner’s curse

7.      Negotiator overconfidence

8.      The law of small numbers

9.      Self-serving biases

10.  The endowment effect

11.  The tendency to ignore others’ cognitions

12.  The process of reactive devaluation

Mood, Emotion, and Negotiation

            The role of mood and emotion in negotiation has been the subject of an increasing body of recent theory and research during the last decade. The distinction between mood and emotion is based on three characteristics: specificity, intensity, and duration. Mood states are more diffuse, less intense, and more enduring than emotion states, which tend to be more intense and directed at more specific targets. Emotions play important roles at various stages of negotiation interaction. There are many new and exciting developments in the study of mood, emotion, and negotiation, and we can present only a limited overview here. The following are some selected findings. 

In this chapther they have taken a multifaceted look at the role of perception, cognition, and emotion in negotiation. The first portion of the chapter presented a brief overview of the perceptual process and discussed four types of perceptual distortions: stereotyping, halo effects, selective perception, and projection. We then turned to a discussion of how framing influences perceptions in negotiation and how reframing and issue development both change negotiator perceptions during negotiations.

The chapter then discussed one of the most important recent areas of inquiry in negotiation, that of cognitive biases in negotiation. This was followed by consideration of ways to manage misperception and cognitive biases in negotiation. In a final section we considered mood and emotion in negotiation, which provides an important alternative to cognitive and perceptual processes for understanding negotiation behavior.

CHAPTER 4: Negotiation: Strategy and Plnning

Planning is a critically important activity in negotiation. Effective planning allows negotiatiors to desingn a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.

The foundation for surccess in negotiation is not in the game playing or the dramatics. The dominant force for success in negotiation is in the planning that takes place prior to the dialogue. Effective planning also requires hard work on the following points.

1.      Defining the issues

2.      Assembling issues and defining the bargaining mix.

3.      Defining interests

4.      Defining resistance points.

5.      Defining alternatives (BATNA)

6.      Definnig one’s own objectives (targets) and opening blds (where to start)

7.      Assessing constituents and the social context in which the negotiation will occur.

8.      Analyzing the other party.

9.      Planing the issue presentation and defense.

10.  Defining protocol – where and when the negotiation will occur, who will be there, what the agenda will be, and so on.

In this chapter they began with a basic understanding of the concepts of strategy, and

discussed the importance of setting clear goals, based on the key issues at stake. They then presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. A negotiator who carefully plans will make an effort to do the following:

1.      Understand the key issues that must be resolved in the upcoming negotiation.

2.      Assemble all the issues together and understand the complexity of the bargaining mix.

3.      Understand and define the key interests at stake that underlie the issues.

4.      Define the limits – the point where we will walk away or stop negotiating.

5.      Define the alternatives – other deals we could do if this deal does not work out.

6.      Clarify the target points to be achieved and the asking price where we will being the discussion.

7.      Understand my constituents, what they expect of me, and the social context.

8.      Understand the other party in the negotiation – their goals, issues, strategies, interests, limits, alternatives, targets, openings, and authority.

9.      Plan the process by which I will present and “sell” my ideas to the other party (and perhaps to my own constituency)

10.  Define the important points of protocol in the process – the agenda, who wil be at the table or observing the negotiation, where and when we will negotiate, and so on.

when negotiators are able to consider and evaluate each of these factors, they will know

what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.