CHAPTERNINERelationshipsinNegotiationMcGraw-Hill/IrwinCopyright?2011byTheMcGraw-HillCompanies,Inc.Allrightsreserved.9-2NegotiatingthroughOtherswithinaRelationshipTheAdequacyofEstablishedApproachestoResearchforUnderstandingNegotiationwithinRelationshipsKeyElementsinManagingNegotiationswithinRelationships9-3AdequacyofEstablishedApproachestoResearchforUnderstandingNegotiationwithinRelationshipsCurrentnegotiationtheoryisbasedontransactionalresearch.Onlyrecentlyhaveresearchersbeguntoexaminenegotiationsinarelationshipcontext:NegotiatingwithinrelationshipstakesplaceovertimeNegotiationisoftennotawaytodiscussanissue,butawaytolearnmoreabouttheotherpartyandincreaseinterdependenceResolutionofsimpledistributiveissueshasimplicationsforthefuture9-4AdequacyofEstablishedApproachestoResearchforUnderstandingNegotiationwithinRelationshipsDistributiveissueswithinrelationshipscanbeemotionallyhotNegotiatingwithinrelationshipsmayneverendPartiesmaydefernegotiationsovertoughissuesinordertostartontherightfootAttemptingtoanticipatethefutureandnegotiateeverythingupfrontisoftenimpossibleIssuesonwhichpartiestrulydisagreemaynevergoaway9-5AdequacyofEstablishedApproachestoResearchforUnderstandingNegotiationwithinRelationshipsInmanynegotiations,theotherpersonisthefocalproblem.Insomenegotiations,relationshippreservationistheoverarchingnegotiationgoal,andpartiesmaymakeconcessionsonsubstantiveissuestopreserveorenhancetherelationship9-6Negotiationsin

CommunalRelationshipsPartiesinacommunalsharingrelationship:AremorecooperativeandempatheticCraftbetterqualityagreementsPerformbetteronbothdecisionmakingandmotortasksFocustheirattentionontheotherparty’sesaswellastheirownFocusattentiononthenormsthatdevelopaboutthewaythattheyworktogether9-7Negotiationsin

CommunalRelationshipsPartiesinacommunalsharingrelationship(continued):AremorelikelytoshareinformationwiththeotherandlesslikelytousecoercivetacticsAremorelikelytouseindirectcommunicationaboutconflictissues,anddevelopauniqueconflictstructureMaybemorelikelytousecompromiseorproblemsolvingstrategiesforresolvingconflicts9-8KeyElementsinManagingNegotiationswithinRelationshipsReputationTrustJustice9-9KeyElementsinManagingNegotiationswithinRelationshipsReputationPerceptualandhighlysubjectiveinnatureAnindividualcanhaveanumberofdifferent,evenconflicting,reputationsShapedbypastbehaviorInfluencedbyanindividual’spersonalcharacteristicsandplishments.Developsovertime;oncedeveloped,ishardtochange.Negativereputationsaredifficultto“repair”9-10KeyElementsinManagingNegotiationswithinRelationshipsTrust“Anindividual’sbeliefinandwillingnesstoactonthewords,actionsanddecisionsofanother”ThreethingsthatcontributetotrustIndividual’schronicdispositiontowardtrustSituationfactorsHistoryoftherelationshipbetweentheparties9-11RecentResearchon

TrustandNegotiationSummaryoffindingsabouttherelationshipsbetweentrustandnegotiationbehavior:ManypeopleapproachanewrelationshipwithanunknownotherpartywithremarkablyhighlevelsoftrustTrusttendstocuecooperativebehaviorIndividualmotivesalsoshapetrustandexpectationsoftheother’sbehaviorTrustors,andthosetrusted,mayfocusondifferentthingsastrustisbeingbuiltThenatureofthenegotiationtaskcanshapehowpartiesjudgethetrust9-12RecentResearchon

TrustandNegotiationSummaryoffindingsabouttherelationshipsbetweentrustandnegotiationbehavior(continued):GreaterexpectationsoftrustbetweennegotiatorsleadstogreaterinformationsharingGreaterinformationsharingenhanceseffectivenessinachievingagoodnegotiationeDistributiveprocessesleadnegotiatorstoseethenegotiationdialogue,andcriticaleventsinthedialogue,aslargelyaboutthenatureofthenegotiationtask.9-13RecentResearchon

TrustandNegotiationSummaryoffindingsabouttherelationshipsbetweentrustandnegotiationbehavior(continued):TrustincreasesthelikelihoodthatnegotiationwillproceedonafavorablecourseoverthelifeofanegotiationFace-to-facenegotiationencouragesgreatertrustdevelopmentthannegotiationonlineNegotiatorswhoarerepresentingother’sinterests,ratherthantheirowninterests,tendtobehaveinalesstrustingway9-14KeyElementsinManagingNegotiationswithinRelationshipsJustice Cantakeseveralforms:DistributivejusticeThedistributionofesProceduraljusticeTheprocessofdeterminingesInteractionaljusticeHowpartiestreateachotherinone-to-onerelationshipsSystemicjusticeHoworganizationsappeartotreatgroupsofindividuals9-15RepairingaRelationshipDiagnosticstepsinbeginningtoworkonimprovingarelationship:Whatmightbecausinganypresentmisunderstanding,andwhatcanIdotounderstanditbetter?Whatmightbecausingalackoftrust,andwhatcanIdotobegintorepairtrustthatmighthavebeenbroken?9-16RepairingaRelationshipDiagnosticsteps(continued):Whatmightbecausingoneorbothofustofeelcoerced,andwhatcanIdotoputthefocusonpersuasionratherthancoer