I need to update my title tag and get rid of the MBA student part since I graduated a few weeks ago. I’ll also have to update my about page. I finished my negotiation class with an A and ended up with 3.78 GPA which allowed me to beat my goal of having a higher GPA than my undergrad (3.40). Now it’s time to take these 3 years and do something with this degree.

The triple contingency model in negotiations states a negotiator must be effective in 1) mastering the substance (planning), 2) building relationships and trust, and 3) managing the negotiation process. Further, this model is dynamic and takes place in the context of time. “The implication of the triple contingency model is that negotiators have to use their multiple intelligences to operate effectively and simultaneously in the three areas” (Benoliel & Cashdan).

Negotiations have been on my mind lately since I’m taking Negotiations as my final class at NIU and since the district I work for and the union have been in negotiations for last 10+ months. Dr. Burton sent us this good NPR program and the process of negotiation in relation to a really complex negotiation – Israel and Palestine.

http://www.npr.org/2013/03/19/174753337/the-art-of-negotiating-intractable-conflicts

Just as I make my students reflect on their readings, I am going to do the same for my MBA readings. Today I read about several mistakes that negotiators frequently make.

Viewing Negotiating as a Fixed Pie – Many people head into negotiations thinking that it is purely distributive in nature (win-lose), but this is not always the case. It is important to look for opportunities which are mutually beneficial. In order to accomplish this, both sides need to share some information, especially about their priorities.
Anchoring – This is definitely not the first class I’ve heard about anchoring bias, and I actually teach it to my students. Anchoring bias occurs when a participant focuses on the first offer made. Consequently, the person who makes the first offer typically has the more favorable deal. As a means to prevent this, it is important to know what your counter-offer will be, stick to it, and quickly present it.
Escalating Commitment – Sometimes people focus on the past and there is a strong tendency to “justify prior decisions and behaviors, both to themselves and others.” This is particularly dangerous when a person has employed a losing strategy and refuses to switch. The solution is to ignore the sunk costs and quit heading toward a losing deal.
Feeling Too Confident – “Overestimating the chances that your counterpart will meet your demands is a common and potentially devastating error.” It’s important to think like (or get) an outsider for an objective stance.
Focusing Too Narrowly – This is especially critical during integrative negotiations (just like the peach case done in class last week). It is important think broadly and not get too wrapped up in the minute details.
Framing Bias – This was actually in a different section, but was another bias that affects negotiations. The way a negotiation or problem is framed can have a significant impact on the outcome of the negotiation. Negotiators need to identify the appropriate frame, establish a referent point that leads to a positive frame. It is important to emphasize the inherent risk and opportunity for gain. Also, negotiators can create anchors or referents that lead to a positive frame and make the fact that the next offer may be rejected be as salient as possible.