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CHAPTERSEVENFindingandUsingNegotiationPowerMcGraw-Hill/IrwinCopyright©2011byTheMcGraw-HillCompanies,Inc.Allrightsreserved.7-2WhyIsPowerImportanttoNegotiators?Seekingpowerinnegotiationarisesfromoneoftwoperceptions:Thenegotiatorbelievesheorshecurrentlyhaslesspowerthantheotherparty.Thenegotiatorbelievesheorsheneedsmorepowerthantheotherparty.7-3ADefinitionofPower“anactor…haspowerinagivensituation(situationalpower)tothedegreethathecansatisfythepurposes(goals,desires,orwants)thatheisattemptingtofulfillinthatsituation”Twoperspectivesonpower:Powerusedtodominateandcontroltheother–“powerover”Powerusedtoworktogetherwiththeother–“powerwith”7-4MajorSourcesofPower–
HowPeopleAcquirePowerInformationalsourcesofpowerPersonalsourcesofpowerPowerbasedonpositioninanorganizationRelationship-basedsourcesofpowerContextualsourcesofpower7-5InformationalSourcesofPowerInformationisthemostcommonsourceofpowerDerivedfromthenegotiator’sabilitytoassembleandorganizedatatosupporthisorherposition,arguments,ordesiredesAtooltochallengetheotherparty’spositionordesiredes,ortounderminetheeffectivenessoftheother’snegotiatingarguments7-6PowerBasedonPersonality
andIndividualDifferencesPersonalorientationCognitiveorientationIdeologiesaboutpowerMotivationalorientationSpecificmotivestousepowerDispositionandskillsOrientationtopetitionMoralorientationPhilosophicalorientationtopoweruse7-7PowerBasedon
PositioninanOrganizationTwomajorsourcesofpowerinanorganization:Legitimatepowerwhichisgroundedinthetitle,duties,andresponsibilitiesofajobdescriptionand“level”withinanorganizationhierarchyPowerbasedonthecontrolofresourcesassociatedwiththatposition7-8PowerBasedon
PositioninanOrganizationTwomajorsourcesofpowerinanorganization:Legitimatepowerisderivedfromoccupyingaparticularjob,office,orpositioninanorganizationalhierarchyPowerresidesinthetitleandresponsibilitiesofthejobitselfandthe“legitimacy”oftheofficeholderLegitimatepoweristhefoundationofoursocialstructureandmaybeacquiredbybirth,electionorappointmentorpromotion7-9PowerBasedon
ResourceControl
Peoplewhocontrolresourceshavethecapacitytogivethemtosomeonewhowilldowhattheywant,andwithholdthem(ortakethemaway)fromsomeonewhodoesn’tdowhattheywant.7-10PowerBasedon
ResourceControlSomeofthemostimportantresources:MoneySuppliesHumancapitalTimeEquipmentCriticalservicesInterpersonalsupport7-11PowerBasedonRelationshipsGoalinterdependenceHowpartiesviewtheirgoalsReferentpowerBasedonanappealtocommonexperiences,commonpast,commonfate,ormembershipinthesamegroups.NetworksPowerisderivedfromwhateverflowsthroughthatparticularlocationinthestructure(usuallyinformationandresources)7-12AnOrganizationHierarchy7-13AnOrganizationalNetworkGatekeeperStarIsolatedDyadLiaisonIsolateLinkingPinExternalEnvironment7-14PowerBasedonRelationshipsKeyaspectsofnetworks:TiestrengthAnindicationofthestrengthorqualityofrelationshipswithothersTiecontentTheresourcethatpassesalongthetiewiththeotherpersonNetworkstructureTheoverallsetofrelationshipswithinasocialsystem7-15PowerBasedonRelationshipsAspectsofnetworkstructurethatdeterminepowerinclude:CentralityCriticalityandrelevanceFlexibilityVisibilityMembershipinacoalition7-16ContextualSourcesofPowerPowerisbasedinthecontext,situationorenvironmentinwhichnegotiationstakeplace.BATNAsAnalternativedealthatanegotiatormightpursueifsheorhedoesnotcometoagreementwiththecurrentotherpartyCultureOftencontainsimplicit“rules”aboutuseofpowerAgents,constituenciesandexternalaudiencesAllthesepartiescaneactivelyinvolvedinpressuringothers7-17DealingwithOthers
WhoHaveMorePowerNeverdoanall-or-nothingdealMaketheotherpartysmallerMakeyourselfbiggerBuildmomentumt
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