Introduction to Negotiation: A Strategic Playbook for Becoming a Principled and Persuasive Negotiator

Start Date: 07/05/2020

Course Type: Common Course

Course Link:

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About Course

This course will help you be a better negotiator. Unlike many negotiation courses, we develop a framework for analyzing and shaping negotiations. This framework will allow you to make principled arguments that persuade others. It will allow you to see beneath the surface of apparent conflicts to uncover the underlying interests. You will leave the course better able to predict, interpret, and shape the behavior of those you face in competitive situations. In this course, you will have several opportunities to negotiate with other students using case studies based on common situations in business and in life. You can get feedback on your performance and compare what you did to how others approached the same scenario. The cases also provide a setting to discuss a wide-ranging set of topics including preparing for a negotiation, making ultimatums, avoiding regret, expanding the pie, and dealing with someone who has a very different perspective on the world. Advanced topics include negotiating when you have no power, negotiating over email, and the role of gender differences in negotiation. To close out the course, we will hear insights from three negotiation experts: Linda Babcock, Herb Cohen, and John McCall MacBain. Enjoy.

Course Syllabus

I've promised that this course will help you be a better, smarter, more strategic negotiator. To do that, we begin by laying a foundation for negotiation, a theory of the “pie.” Over the years, I’ve discovered even the most experienced negotiators tend to lack a framework that grounds their approach to negotiation. While some folks try to bully their way to a larger share, most people make arguments that sound fair to them. But what sounds fair to them often doesn’t sound fair to the other side. Their criteria for what's fair may be biased in their favor. The theory of the pie is useful because it doesn’t depend on which side you are taking. It provides principles that will change the way you approach negotiations—in this course and in life. It will allow you to make arguments that persuade others. That’s why I am teaching you about it first.

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Course Introduction

Introduction to Negotiation: A Strategic Playbook for Becoming a Principled and Persuasive Negotiator This course is designed to help you become a more persuasive negotiator. This course is based on a book written by the same title author, Professor Steven Blank who teaches at the University of Pennsylvania, Level 1 Negotiation and 5.0 Specialization in the area of International Negotiating. The course is intended for advanced students who are looking to “level up” their negotiation and bargaining skills. The course is designed to help you build the critical mass needed to convince an opponent to change his or her mind and to influence the other's decision. This mass of persuasive and persuasive skills builds the foundation for becoming a more persuasive and persuasive negotiator.Module 1: Understanding the Opponent and the Player Module 2: Motivation and Persuasion Module 3: Games and Negotiation Module 4: Persuasive and Persuasive Behavior Introduction to Network Finance This course introduces the basic concepts of network finance, including the concept of debt, equity, debt financing, and debt financing markets. The course is all about marketing and sales. So it is for that very reason. This course is aimed at you if you are interested in becoming a better financial analyst, better financial planner, better business and economic decision-maker, and perhaps more importantly, a better negotiator. In this course you will get an introduction to the basics of network finance, including a brief description of debt and equity. You will be

Course Tag

Game Theory Negotiation Collaboration Principled Negotiation

Related Wiki Topic

Article Example
Negotiator A negotiator is a person who engages in negotiation.
Negotiation A common negotiation technique in integrative negotiations involves trading one favor for another, commonly referred to as logrolling. It focuses on the underlying interests of the parties rather than their arbitrary starting positions, approaches negotiation as a shared problem rather than a personalized battle, and insists upon adherence to objective, principled criteria as the basis for agreement.
Negotiation Integrative negotiation is also called interest-based, merit-based, or principled negotiation. It is a set of techniques that attempts to improve the quality and likelihood of negotiated agreement by taking advantage of the fact that different parties value various outcomes differently. While distributive negotiation assumes there is a fixed amount of value (a "fixed pie") to be divided between the parties, integrative negotiation often attempts to create value in the course of the negotiation ("expand the pie").
Negotiation Another negotiation tactic is bad guy/good guy. Bad guy/good guy is when one negotiator acts as a bad guy by using anger and threats. The other negotiator acts as a good guy by being considerate and understanding. The good guy blames the bad guy for all the difficulties while trying to get concessions and agreement from the opponent.
Negotiation The best alternative to a negotiated agreement, or BATNA is the alternative option a negotiator holds should the current negotiation fails and does not reach agreement. The quality of a BATNA has the potential to improve a party's negotiation outcome. Understanding one's BATNA can empower an individual and allow him or her to set higher goals when moving forward.
Negotiation A skilled negotiator may serve as an advocate for one party to the negotiation. The advocate attempts to obtain the most favorable outcomes possible for that party. In this process the negotiator attempts to determine the minimum outcome(s) the other party is (or parties are) willing to accept, then adjusts their demands accordingly. A "successful" negotiation in the advocacy approach is when the negotiator is able to obtain all or most of the outcomes their party desires, but without driving the other party to permanently break off negotiations.
Negotiation Negotiation can take a wide variety of forms, from a trained negotiator acting on behalf of a particular organization or position in a formal setting to an informal negotiation between friends. Negotiation can be contrasted with mediation, where a neutral third party listens to each side's arguments and attempts to help craft an agreement between the parties. It can also be compared with arbitration, which resembles a legal proceeding. In arbitration, both sides make an argument as to the merits of their case and the arbitrator decides the outcome. This negotiation is also sometimes called positional or hard-bargaining negotiation.
Negotiation When people get on well, the outcome of a negotiation is likely to be more positive. To create trust and a rapport, a negotiator may mimic or mirror the opponent's behavior and repeat what they say. Mirroring refers to a person repeating the core content of what another person just said, or repeating a certain expression. It indicates attention to the subject of negotiation and acknowledges the other party's point or statement. Mirroring can help create trust and establish a relationship.
Negotiation Communication is a key element of negotiation. Effective negotiation requires that participants effectively convey and interpret information. Participants in a negotiation communicate information not only verbally but non-verbally through body language and gestures. By understanding how nonverbal communication works, a negotiator is better equipped to interpret the information other participants are leaking non-verbally while keeping secret those things that would inhibit his/her ability to negotiate.
Negotiation Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted. Teams can effectively collaborate to break down a complex negotiation. There is more knowledge and wisdom dispersed in a team than in a single mind. Writing, listening, and talking, are specific roles team members must satisfy. The capacity base of a team reduces the amount of blunder, and increases familiarity in a negotiation.
Negotiation Three basic kinds of negotiators have been identified by researchers involved in The Harvard Negotiation Project. These types of negotiators are: soft bargainers, hard bargainers, and principled bargainers.
Negotiation The word "negotiation" originated in the early 15th century from the Old French and Latin expressions "negociacion" and "negotiationem". These terms mean "business, trade and traffic". By the late 1590s negotiation had the definition, "to communicate in search of mutual agreement." With this new introduction and this meaning, it showed a shift in "doing business" to "bargaining about" business.
Negotiation People negotiate daily, often without considering it a negotiation. Negotiation occurs in organizations, including businesses, non-profits, and within and between governments as well as in sales and legal proceedings, and in personal situations such as marriage, divorce, parenting, etc. Professional negotiators are often specialized, such as union negotiators, leverage buyout negotiators, peace negotiator, or hostage negotiators. They may also work under other titles, such as diplomats, legislators, or brokers.
Negotiation Distributive negotiation is also sometimes called positional or hard-bargaining negotiation and attempts to distribute a "fixed pie" of benefits. Distributive negotiation operates under zero sum conditions and implies that any gain one party makes is at the expense of the other and vice versa. For this reason, distributive negotiation is also sometimes called "win-lose" because of the assumption that one person's gain results in another person's loss. Distributive negotiation examples include haggling prices on an open market, including the negotiation of the price of a car or a home.
Program on Negotiation The Program on Negotiation is responsible for multiple publications, including books, special reports, the "Negotiation Briefings" newsletter and the quarterly "Negotiation Journal", a multidisciplinary international journal published by Wiley-Blackwell detailing the latest advances in the field. PON also regularly produces free reports that are available through their website, such as: "Teaching Negotiation: Understanding The Impact Of Role-Play Simulations", "Business Negotiation Strategies: How to Negotiate Better Business Deals", "Negotiation Skills: Negotiation Strategies and Negotiation Techniques to Help You Become a Better Negotiator", "Dealmaking: Secrets of Successful Dealmaking in Business Negotiations", "Negotiation Strategies for Women: Secrets to Success", "Dealing with Difficult People", "BATNA Basics: Boost Your Power at the Bargaining Table", "Sally Soprano: Role-Play Simulation", "Harborco: Role-Play Simulation", and "Win-Win or Hardball: Learn Top Strategies from Sports Contract Negotiations". All of PONs publications including books, case studies, and DVDs can be obtained through the PON Clearinghouse.
Negotiation Ethics This basis of negotiation introduces not only a moral argument, but also introduces a case for the utilitarianism movement. Respect lies deep within the foundation of this school of thought concerning ethical negotiation. The authors propose that the negotiator does the right thing, even interpreting more ambivalent ethical questions conservatively; not because of the attractiveness of potential short-or long-term payoffs, but simply because the other party deserves to be treated with respect and not instrumentalized as a means to one’s own better negotiation results.
Negotiation Perspective taking in integrative negotiation can be helpful for a few reasons, including that it can help self-advocating negotiators to seek mutually beneficial solutions, and it increases the likelihood of logrolling (when a favor is traded for another i.e. quid pro quo). Social motivation can increase the chances of a party conceding to a negotiation. While concession is mandatory for negotiations, research shows that people who concede more quickly, are less likely to explore all integrative and mutually beneficial solutions. Therefore, conceding reduces the chance of an integrative negotiation.
Chief Agricultural Negotiator During negotiation of the Uruguay Round of GATT talks that led ultimately to creation of the World Trade Organization, Charles J. O'Mara, a Senior Foreign Service officer of the Foreign Agricultural Service, was appointed Counsel for International Affairs to the U.S. Secretary of Agriculture and Special Trade Negotiator for Agriculture. According to Congressional testimony,
Introduction to a Waltz "Introduction to a Waltz" is a 1941 swing jazz instrumental by Glenn Miller. The instrumental was featured on two radio broadcasts of the Chesterfield program and was released as a 45 EP single.
Basketball playbook A basketball playbook, like any sports playbook, involves compilation of strategies the team would like to use during games. The playbook starts as a canvas picture of the basketball court with all its boundaries and lines. On top of that, the playmaker can draw O's for players on offense, and X's for players on defense. Specifically however, the playmaker will need to number them for different positions. They are: