3 steps in the Negotiation timeline
Preparation, Execution, Debrief
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| Term | Definition |
|---|---|
| 3 steps in the Negotiation timeline | Preparation, Execution, Debrief |
| #1 source of power in a negotiation (acronym) | BATNA (best alternative to a negotiated agreement) |
| ___________________ leadership is BOTH about 1. how we influence other and 2. what it is that we're trying to change about them | principled |
| what are the 3 faces of the BUILD leadership model? | stewardship, relational skills, self-leadership |
| individuals who act as their own leaders by observing, modifying, and regulating their behaviors in order to achieve personal goals (which face of BUILD leadership model?) | self-leadership |
| abilities needed to effectively complete duties in a way that prioritizes the rights and needs of the followers one serves, and having a sense of obligation to consider the needs of the collective before one's self-interest (which face of BUILD leadership model?) | relational skills |
| strategic leaders who lead within and amongst the faces of self, others, and group. also emphasize creating and communicating vision of the change process and institutionalizing new approaches within the unit (which face of BUILD leadership model?) | stewardship |
| 3 characteristics of a crisis | non routine, important, time decay (i.e. the more time that goes on, things will get worse) |
| companies have a team working to do this (crisis-related) | prevention |
| 1st thing a company should do in a crisis (2 things) | response, resumption |
| willingness to give a genuine apology | alacrity |
| locates morality in the consequences of an act, ex: murder can sometimes be rationalized (type of moral reasoning) | consequentialist |
| Ethical foundation of personal compass of values and motives | morality |
| Ethical foundation of actions that count for meeting shared community values | ethics |
| follow their gut and ask "is this how I want to be remembered?" (lens) | reputation |
| Given I have done all of these great things throughout my life, I can make this unethical decision this one time (ethical bias) | moral credentialing |
| basement of ethicality | law |
| are law and ethics the same? | no |
| act in the best interests of the company and its investors (ethical principle) | fiduciary |
| respect property and the rights of those who own it (ethical principle) | property |
| respect the dignity of all people (ethical principle) | dignity |
| act as responsible members of the community with respect for law and regulation (ethical principle) | citizenship |
| be responsive to the legitimate claims and concerns of others (ethical principle) | responsiveness |
| shared values across an organization | business ethics |
| what we believe in and how we will behave | (company) values |
| corporate culture, existence and application of written code of ethics, formal and informal policies and rules, norms of acceptable behavior, financial reward system, company attitude towards employees, how employees are selected for promotions, hiring practices, applications of legal behavior, degree to which professionalism is emphasized, the company's decision making process, behaviors and attitudes of the organization's leaders | factors impacting organizational ethics |
| something that we do ALL THE TIME, not just for business | Negotiation |
| in negotiations, the person with no emotion, "middle man", keeps things in perspective | mediator |
| Negotiation in which there is a FIXED amount of resources being divided between parties | distributive |
| Buying a car is an example of which kind of negotiation? | distributive |
| Negotiation in which mutual problem solving is used to enlarge the assets being divided | integrative |
| Labor negotiation is an example of which kind of negotiation? | integrative |
| Negotiation in which parties have identical alignment on an issue | congruent |
| Job assignment of location is an example of which kind of negotiation? | congruent |
| the price one party most desires (best case scenario for a negotiated agreement) | aspirational price |
| the price one party least desires (worst case scenario for a negotiated agreement but better than not making a deal at all) | reservation price |
| difference between the buyer's reservation price and the seller's reservation price. If positive, then an agreement is likely. If negative, then an agreement is unlikely | bargaining zone |
| Put the steps for planning a negotiation in order: A. Conduct research, B. Establish your desires, C. Develop tactics and technique, D. Establish what you are willing to give up, E. Understand what authority you have to make a deal | B, D, E, A, C |
| The behaviors through which individuals influence other people and groups of people to think, do, and feel things that they otherwise would not think, do, and feel. | leadership |
| __________________ leadership aligns a leader's behaviors and a leader's values | principled |
| A time of intense difficulty, trouble, or danger | crisis |
| 2 characteristics a company can be perceived as | empathy, competence |
| 3 keys to an apology | alacrity, acknowledgement, amends |
| 2 types of moral reasoning | consequentialist, categorical |
| locates morality in certain duties and rights, ex: murder in all circumstances is wrong (type of moral reasoning) | categorical |
| What 3 things drive our decisions? | secular (family & friends), religious, work |
| 4 ethical foundations | morality, justice, ethics, business ethics |
| Ethical foundation of fairness and just behavior or treatment | justice |
| Ethical foundation of shared and mutually enforced professional norms | business ethics |
| 4 lenses of ethical theories | rights/responsibilites, relationship, results, reputation |
| 4 directions on the building blocks of ethical theories chart | rationality, equality, sensibility, autonomy |
| do not need opinions of others (lens) | rights/responsibilites |
| ask community for input (lens) | relationship |
| greatest good for greatest number of people (lens) | results |
| we judge ourselves based on our ______________, but we judge others based on their _______________ | motives, behavior |
| 3 types of ethical biases | self, group, moral credentialing |
| Does this decision positively impact me? (ethical bias) | self bias |
| Does this decision positively impact the group? (ethical bias) | group bias |
| keep promises, agreements, contracts, and other commitments (ethical principle) | reliability |
| conduct business in a truthful and open manner (ethical principle) | transparency |
| deal fairly with all parties -- fair treatment and processes (ethical principle) | fairness |
| 3 steps of Paine's Framework | understanding the facts, identifying relevant standards, maintaining objectivity |
| 5 barriers to an ethical organization | ill conceived goals, motivated blindness, indirect blindness, the slippery slope, overvaluing outcomes |