Introductory description

We will look at the importance of negotiation in every human encounter and how to become effective in negotiations. As such it is a life skill and one that also plays out in human interactions in the workplace and in business. We will look at the different types of negotiation and you will develop the skills to become a more effective negotiator.

A naïve view of negotiation sees it as a battle between two opponents who are seeking to 'win' and come out of the negotiation feeing they have got the best deal (so called 'fixed pie' or distributive/-competitive negotiation). In situations where you have an on-going relationship with your opponent then you might want to seek a win: win (or a integrative/cooperative) negotiation which can expand the pie or the overall value of negotiation. Negotiation can be a process of problem-solving, and negotiation is also about creating value and the issue of which party captures that value.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

Indicative syllabus:

Introduction to Negotiation: Is it a universal human activity?
Theories of Distributive and Integrative theories of negotiation: What value can be produced through negotiation?
The Psychology of Negotiations: Managing bias or managing irrationality?
Negotiation in Marketing and Sales: Negotiating or forming customer relationships?
Negotiating across cultures: Avoiding talking past each other
Negotiation as a problem-solving approach: What is the problem anyway?
Negotiation and Bargaining: How to negotiate a salary increase?
The ethics of negotiation: Is there a fair way to negotiate?
Performance, metrics and mythologies: What does success look like?

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate a comprehensive knowledge of the different processes, approaches and uses of negotiations
• Demonstrate a systematic awareness of reflective and reflexive approaches to understanding negotiations in workplace settings.
• Critically analyse academic papers to understand key issues and different levels of analysis in negotiations.

Indicative reading list

Core Text: Thompson, L.L. and Thompson, L.L., 2005. The mind and heart of the negotiator. Upper Saddle River, NJ: Pearson/Prentice Hall.

Plus relevant articles from journals such as Academy of Management Perspectives, Negotiation Journal and Group Decisions and Negotiations.

Examples:

Brett, J.M., Gunia, B.C. and Teucher, B.M., 2017. Culture and Negotiation Strategy: A Framework for Future Research. The Academy of Management Perspectives, 31(4), pp.288-308.

Davis, R., Smith, R.G. and Erman, L., 1988. Negotiation as a metaphor for distributed problem solving. In Readings in Distributed Artificial Intelligence (pp. 333-356).

Donohue, W.A., 2004. Critical moments as “flow” in negotiation. Negotiation Journal, 20(2), pp.147-151.

Malhotra, D. and Bazerman, M.H., 2008. Psychological influence in negotiation: An introduction long overdue.

Rees, M., Tenbrunsel, A. and Bazerman, M., 2018. BOUNDED ETHICALITY AND ETHICAL FADING IN NEGOTIATIONS: Understanding Unintended Unethical Behavior. Academy of Management Perspectives, (ja).

Interdisciplinary

Materials are drawn from anthropology, psychology, strategy and practice. There is also an element of art and visualisation inherent in the module

International

Case studies and examples are drawn from different countries and regions.
The materials reflect the impact of culture and cross-cultural negotiaton is found in the lectures and assessments

Subject specific skills

Evaluate the strengths and weakness of current theory in negotiation
Analyse and evaluate case studies to propose potential solutions to negotiation problems
Demonstrate developed negotiation skills, emotional intelligence and reflexivity

Transferable skills

Written communication skills
Oral skills
Problem solving skills