MGB225: INTERCULTURAL COMMUNICATION & NEGOTIATION. Week 9

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MGB225 INTERCULTURAL COMMUNICATION & NEGOTIATION Week 9Australia’s anti-discrimination law Attorney’s General Department 2 In Australia, it is unlawful to discriminate on the basis of a numb... er of protected attributes including age, disability, race, sex, intersex status, gender identity and sexual orientation in certain areas of public life, including education and employment. Australia's federal anti-discrimination laws are contained in the following legislation: • Age Discrimination Act 2004 • Disability Discrimination Act 1992 • Racial Discrimination Act 1975 • Sex Discrimination Act 1984.3 Lecture learning objectives  Underline why power is important in negotiations  Identify types & positions of power  Give advice on how to deal w/bigger players in negotiations & partnerships How to acquire power in negotiation4 Power definition Power used in a given situation that helps someone to achieve: • Goals • Desires Perspectives on power: • Power used to dominate and control the other – ‘power over’ • Power used to work together – ‘power with’5 Perceptual importance of power Seeking power in negotiation arises from one of two perceptions: • The negotiator believes he or she currently has less power than the other party. • The negotiator believes he or she needs more power than the other party.6 Interests, rights & power in action 1. Exerting power via coercion could lead to settlement or opponent may call your bluff 2. Threats based on rights or power may work if there is an impasse or the opponent refuses to negotiate 3. To be effective, threats must be credible, targeting the opponent’s interests & let them back down to save face & reopen negotiations7 Types of power Expert Power Reward Power Coercive Power Legitimate Power Referent Power (French & Raven, 1959)Expert power 8 Expert power is derived from the ability to assemble and organise information to support the desired position, arguments, or outcomes. True False (Lewicki, Saunders & Barry, 2011)9 Sources of power Informational Personal Position Relationship ContextualINFORMATIONAL • Information is the most common source of power • Derived from the negotiator’s ability to assemble and organise data to support his or her position, arguments, or desired outcomes • A tool to challenge the other party’s position or desired outcomes, or to undermine the effectiveness of the other’s negotiating arguments • Information can be presented in two ways: direct or indirect 10PERSONAL: PSYCHOLOGICAL ORIENTATIONS Psychological • Cognitive • Unitarian ideological frame • Interests of individual & society are one • Radical ideological frame • Continual clash of social, political & class interests • Pluralist ideological frame • Power is distributed relatively equally 11PERSONAL: PSYCHOLOGICAL ORIENTATIONS Psychological • Motivational • Specific motives to use power • Grounded in needs & energising elements • Disposition & skills • Orientation to cooperation or competition • Moral • Philosophical orientation to power & its uses 12POSITION Two major sources of power in an organisation: 1. Legitimate • Grounded in the title, duties & responsibilities of a job description & level within an organisational hierarchy • Social construct 13Legitimate power 14 Social structures are inherently inefficient, and this realisation creates the basis for legitimate power. True False (Lewicki, Saunders & Barry, 2011)POSITION 2. Resource power based on position • Control of resources can give capacity to give, withhold or take them away • Key resources • Reward power and coercive power 15RELATIONSHIP Goal interdependence • How parties view their goals Referent power • Based on an appeal to common experiences, common past, common fate, or membership in the same groups Network power • Derived from whatever flows through that particular location in the structure (usually information and resources) 1617 An organisational hierarchy MIRJAM NILSSON President VICTORIA LINDQVIST Executive Assistant AUGUST BERGQVIST VP Finance MIRA KARLSSON Accounting ALEXANDER MARTENSSON VP Technology APRIL HANSSON Help Desk KALLE PERSSON Project Manager ANGELICA ASTROM VP Operations JENS MARTENSSON Facilities ALLAN MATTSSON VP Marketing KALLE PERSSON Project Manager FLORA BERGGREN VP Production VICTORIA LINDQVIST Production Manager APRIL HANSSON Help Desk MIRA KARLSSON Accounting IAN HANSSON VP Transportation ANGELICA ASTROM Dispatch JENS MARTENSSON Facilities18 An organisational network Gatekeeper Star Isolated Dyad Liaison Isolate Linking Pin External Environment19 Network relationships Tie strength • Or quality of relationships Tie content • Resource passing along tie Network structure • Social system20 Aspects of networks Power is determined by: • Centrality • Criticality & relevance • Flexibility • Visibility • Membership in a coalition21 Holacracy (Radojević, & Krasulja, & Janjušić, 2016)CONTEXTUAL Power is based in the context, situation or environment in which negotiations take place • BATNAs • An alternative deal that a negotiator might pursue if she or he does not come to agreement with the current other party • Culture • Often contains implicit rules about use of power which is unequal • Agents, constituencies & external audiences 2223 Managing those with more power Don’t: • All-or-nothing • Degrade • Self-inflate Do: • Build momentum by dealing in sequence • Use competition as leverage • Constrain yourself Data: • Ask more questions to gain information • Manage the process24 Addendum The power of not reacting w/emotion The power of silence Getting to yes25 How Do I Write a Good Personal Reflection AUGUST 14, 2011 BY NICOLE FELEDY In the academic context, you may be required to reflect upon your own learning in order to identify then evaluate, which approaches have been helpful or unhelpful. You may also be asked to consider your own role in the learning process. The key to writing a successful personal reflection is to remember that it is a personal response made by you. Therefore, your responses are usually different from someone else’s. Your response will be influenced by: 1) Your opinions, beliefs and experiences 2) Similarities or contrasts to your own life (i.e. experiences you can identify with) 3) How real or believable a subject / text is 4) Your emotional state at a given moment 5) Sympathy or empathy with characters Even though you have been asked to provide a personal response, you will still need to justify your opinion with reasons why you developed your ideas. You can support your response through: 1) Examples from the text 2) References to specific events within a text 3) References to specific quotes within a text Assessment 3 Individual reflection26 Summary  Defined power & its perceptual hold on the opposition during negotiation  Showed where power lies in different organisational systems  Presented tips for winning the balance of power in unlikely situations27 Tutorial this week • Negotiation Simulation 4 (Practice) Next week  Lecture: Communication in negotiation & E-negotiation • Tutorial: Negotiation Simulation 5 (Assessed)28 References Feledy, N. (2018). How do I write a good personal reflection. Retrieved from http://isthismystory.com/learning/how-do-i-write-a-good-personal-reflection/ Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. London, UK: Penguin Random House. French, J. R. P. & Raven, B. (1950). The bases of social power. In D. Cartwright (Ed.), Studies in social power. Ann Arbor, MI: Institute for Social Research. Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Essentials of negotiation (5th ed.). New York: McGraw-Hill. Radojević, I., Krasulja, N., & Janjušić, D. (2016, October). Holocracy – The new management system. Paper presented at International Scientific Conference – The Priority Directions of National Economy Development, University of Niš. Retrieved from http://isc2016.ekonomskifakultet.rs/article-19.html [Show More]

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