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Toyota
Lesson 8

How to improve communication in negotiation

Listening is one part of the most important communication that the leader should be trained to make a good negotiation skill. Listening include three major forms of negotiation in listening

1. Passive listening: Receiving the message while providing no feedback to the sender

2. Acknowledgment: Receivers nod their heads, maintain eye contact, or responses

3. Active listening: Receivers restate or paraphrase the sender’s message in their own language

*One of these three major forms would be in multiple choice.

Lesson 9 Finding and Using Negotiation Leverage

* You have to use the knowledge in this lesson to answer in a case analysis.

- Leverage is to make a balance of power to deal with some other people in different power.

- Leverage is usually understood as power and influence.

Leverage in Negotiations

- If leverage is perceived as balanced – the parties bargaining power is balanced

- If unbalanced – the negotiation process and outcome may be affected and the party with greater power may choose a win-lose approach, and not a mutual-gains approach

What is power?

- Power is the capacity of a person, team, or organization to influence others.

Lesson 10 Multiple Parties in Negotiation (บทนี้ออกเยอะ)

* Would be in multiple choice and discussion question and also in case analysis

Lesson 11 Ethics in Negotiation

* Multiple choice *

- Ethics is not just a moral but it’s the rule and regulation principle of behavior to do something wrong or correct, bad or good

- Ethics is gray – not black and white. It’s unclear sometime.

- What is right or wrong in a particular situation.

- Ethics in negotiation will exist when you don’t know what is right or wrong in negotiation so you have to set the ethical criteria for judging the appropriate conduct in negotiation, so what is the

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    References: B a r c l a y S.B. a n d P e t e r s o n , C. "Multi-attribute Utility Models for Negotiators," Technical Report 76-1, McLean, Virginia: Decisions and Designs, Inc., 1976. B o w e r , J.L. Managing the Resource Allocation Process. H o m e w o o d , II1.: Irwin, 1972. D e u t s c h , M. and K r a u s , R.M. "Studies of Interpersonal Bargaining,"Journal o f Conflict Resolution 6 (1962): 52-76. D o n a l d s o n , G, a n d L o r s c h , J.W. Decision Making at the Top. New York: Basic Books, 1984. F i s h e r , R. and Ury, W.L. Getting to YES: Negotiating Agreement Without Giving In Boston: Houghton-Mifflin, 1981. G r e e n h a l g h , L. and N e s l i n , S.A. "Conjoint Analysis of Negotiator Preferences." Journal of Conflict Resolution 25 (1981): 301-327. G u l l i v e r , P.H. Disputes and Negotiations: A Cross Cultural Perspective. New York: Academic Press, 1979. K e e n e y , R. and Raiffa, H. Decisions With Multiple Objectives. New York: Wiley, 1976. K o t t e r , J. Power and Influence. New York: Free Press, 1985. N e u s t a d t , R.E. Presidential Power, 4th ed. New York: Wiley, 1980. R a i f f a , H. The Art and Science o f Negotiation. Cambridge, Mass.: Harvard University Press, 1982. R u b i n , J.Z. and B r o w n , B.R. The SocialPsychology of Bargaining and Negotiation. NewYork: Academic Press, 1975. S c h e l l i n g , T.C. The Strategy o f Conflict. Cambridge, Mass.: Harvard University Press, 1960. S e b e n i u s , J . K . Negotiating the Law of the Sea. Cambridge, Mass.: Harvard University Press, 1984. T e d e s c h i , J.T., S c h l e n k e r , B.R. and B o n o m a , T.V. Conflict. Power, and Games. Chicago: Aldine, 1973.…

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