Ch 10 Mulitple Parties & Teams

This chapter is discussed about a multiparty negotiation which is negotiation process in where more than two parties are working together to reach a collective objective. In the multiparty negotiation process, each party has his own preferences and priorities. 
Since there are many parties involve in the negotiation and the process is complex, negotiator should know the effective ways to deal with it. There are three main stages that characterize multilateral negotiations: p renegotiation, actual negotiation, and managing the agreement. In the p renegotiation stage, the parties would deal with participants, coalitions, defining group member roles, understanding the costs and consequences of no agreement, and learning the issues and constructing an Agenda. In the formal negotiation stage and managing the group process and outcome, to ensure a high-quality group decision, the parties have to appoint an appropriate Chair, use and restructure the Agenda, Ensure a diversity of information and perspectives, ensure consideration of all the available information, manage conflict effectively, review and manage the decision rules, strive for a first agreement, and manage problem team members. At last, in the agreement phase, four key problem-solving steps are to select the best solution, to develop an action plan, implement the action plan, and evaluate the just-completed process.

Ch 10 Building High Performing Team

This chapter  discussed the best approach to ensuring that all team activities run smoothly so that the team achieves its objectives. However, teams can prevent most team conflict by clarifying and agreeing on their project purposes and goals, defining team members roles and responsibilities and establishing and following team and meeting ground rules, developing a communication protocol and devoting time to improving their group emotional intelligence. Team leader needs to well plan and be prepared for the conflict. Leading a team presents some challenges, but with the right approach, a team can work through the challenges, achieve high performance, and outperform other groups and individual. This is why a team is better than an individual.

Ch 9 Meeting: Leadership and Productivity

This chapter talked about meetings which are intended to accomplish tasks or move actions forward inside an organization. Once you’ve decided to hold a meeting, planning the meeting is important should follow the guidelines of clarify the purpose and expected outcome, determining he topics of agenda, select attendees while considering the setting, determining when to meet and anticipate the needed meeting information.

Conducting the meeting itself, the leader should on the decision-making approach (leader vs consensus decision), clarify the roles/responsibilities of attendees, establish the meeting ground rules, use common solving techiniques (e.g. brainstorming , decision trees)

The last part is making sure meetings lead to action. There are 4 steps that help in this area including assigning specific tasks to specific people, review all the actions/responsibilities at end of meeting, and provide a meeting summary with assigned deliverables.

Ch 8 Cross- Cultural Literacy & Communication

In this chapter  discusses how 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.

CH 9 Relation 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. The 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

Ch12 Best Practic in Negotiation

The chapter focuses on the best practices in negotiation that a negotiator could apply in the negotiation process in order to achieve an objective or stated goal. To be a good negotiator, the following steps could be adopted. First, being prepared for a negotiation is essential for achieving the interest and objective of the negotiation. Second, understanding their own strength & weakness, their needs and interest. Third, distinguishing between distributive and integrative negotiation is important or a blend of the two, and choose strategies and tactics accordingly. Fourth, Identify and work with the BATNA (Best Alternative to Negotiated Agreement) applying it in an instance where an agreement is not reached. Fifth, be willing to work away when there is no agreement, is often better than a poor agreement.
Sixth, mastering the key paradoxes of negotiation such as claiming value versus creating value, sticking by your principles versus being resilient to the flow, sticking with the strategy versus opportunistic pursuit to new options, honest and open versus closed and opaque, trust versus distrust. Seventh, remember the tangibles, trying to see what is not there is essential for negotiation. Eight, actively managing coalitions. Ninth, savoring and protecting your reputation. Tenth, remembering that rationality and fairness are relative. Eleventh, continuing to learn from your experience. In adopting the best practices a person needs to be outstanding when negotiating to meet a specific goal.

Ch12 Leadership Through Effective External Relationship

This chapter provides guidelines to help manage external relations in day-to-day encounters and in crisis situations so that the organization projects a positive image.

Developing an external relations strategy require a sound communication strategy. Steps to create a strategy for external audiences:

-          Clarify the purpose and strategic objectives.

-          Identify major audiences or stakeholders.

-          Create, refine, and test major messages.

-          Select, limit, and coach the spokesperson(s).

-          Establish the most effective media or forum.

-          Determine the best timing.

-          Monitor the results.

Building and maintaining a positive corporate image: Reputation affects the bottom line, and even the strongest companies will have difficulty damage to their reputations. Leaders of organizations must give high priority to establishing and maintaining a positive corporate image and, today more than ever, that means keeping the public, customers, and all external stakeholders happy.

Working with the news media: Any leader of an organization should know why the media are important, when to talk to them, and how to manage encounters with them. First, understanding the media’s role and importance. Second, deciding when to talk to the media and Finally, Preparing for and delivering a media interview.

A positive public image or reputation affects a company’s ability to achieve all other measures of success. The companies with the best corporate reputations outperform all others. Just as the leaders determine the personality of the organization on the inside, they also shape the outside image. The goal of organizational leaders is to ensure that the company’s ethos is positive – that all external audiences consider the company honorable, trustworthy, and ethical.

N11 International and Cross- Cultural Negotiation

This chapter  described the effect of culture, how culture has been conceptualized. There are two important ways that culture has been conceptualized: culture as shared value, and culture dialectic. This chapter also discusses some of the factors that make international negotiation different, including environmental context (such as political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology, culture, and external stakeholders) and the immediate context (such as relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders).  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.