Module Code and Title:      HRM305 Negotiation Skills

Programme:                                      Bachelor of Business Administration

Credit Value:                                     12

Module Tutors:                                 Enchu Lhamo,Jeroen Uittenbogaard

Module Coordinator:                        Jeroen Uittenbogaard

General Objective: This module develops the students’ ability to successfully negotiate in professional (and personal) settings. It aims to build students’ knowledge on the topic of negotiation and increase the students’ critical thinking, creative thinking, and problem-solving abilities.

Learning Outcomes – On completion of the module, students should be able to:

1. Demonstrate the uses of the different stages of negotiation of a business negotiation and types of negotiation behaviour
2. Analyse the importance of ethical behaviour while negotiating
3. Select and use the appropriate negotiation strategies and tactics in a business negotiation
4. Anticipate the negotiation strategy of the other party/parties in a negotiation
5. Formulate and implement solutions to the most common barriers to an agreement in a business negotiation
6. Apply different theories on (verbal and non-verbal) communication and culture to successfully analyse and navigate cross-cultural negotiations
7. Apply negotiation skills in a given business situation using a combination of verbal and non-verbal communication skills, creative and problem solving abilities, and newly gained solid theoretical understanding on the topic of negotiation

Teaching and Learning Approach:

Assessment Approach:
A. Quiz: Portion of Final Marks-10%

This module contains 5 Units with theoretical concepts. Five written quizzes (2% each) of around 15 minutes long will be given after each of these units. Theoretical knowledge is tested either via solely Multiple Choice questions or via one Open Question where the application of the theoretical knowledge of the students is tested by asking them for examples of real world situations related to the particular theory.

B. Case Study: Portion of Final Marks-15%

Part I: The students work together in groups of 4 to create an integrative negotiation case based on the theoretical and applied concepts of negotiation they studied and practiced before Midterm.

Part II: Another group then reviews the case and makes revisions in order to further improve the quality of the case. That same group then has to make a detailed analysis of that revised case in which they explain how, based on all the elements present in the case, the negotiation most likely will proceed and turn out. Evaluation is based on the following criteria:

10%     Part I

8%       content of negotiation case

*does it follow all the rules set by the lecturer in the assignment?

*is it well structured?

2%       English (grammar, spelling, etc.

Students can earn some bonus marks for creative thinking.

5%       Part II

4% on the review and revision of the case

                                                *has all theory been (rightly) applied?

                                                *is it well structured?

1% on English (grammar, spelling, etc.)

Students can earn some bonus marks for creative thinking.

C. Project: Portion of Final Marks-20%

The students will work in groups to create a video recording of a pre-approved negotiation topic that includes dialogue demonstrating an integrative negotiation between two or more parties, and a narration throughout the video that identifies, analyses and explains amongst others:

Who is negotiating?

What does each party want, and what are they willing to give in exchange?

What is being negotiated?

The four key concepts of negotiation?

The five stages of negotiation?

Which negotiation strategies are used?

Which negotiation tactics are used?

Which negotiation behaviours are used?

Which negotiation techniques are used?

How each party can be more effective?

Evaluation is based on the following criteria:

2%       use of narration (intro and background)

(Main narration: Who is negotiating and what are they negotiating?)

2%       identification and explanation of The Four Key Concepts of Negotiation

2%       demonstration and Identification of each of the Five Stages of Negotiation

2%       demonstrate, identify and explain the Negotiation Strategy used

2%       demonstrate, identify and explain the Negotiation Tactics used

2%       demonstrate, identify and explain the Negotiation Behaviours used

2%       demonstrate, identify and explain the Technique(s) used

2%       quality of role playing (not reading script, etc.)

2%       quality of script and dialogue (realistic, relevant and address all issues, etc.)

2%       quality of video and audio medium (use of technology)

Students can earn some bonus marks for outstanding creativity and presentation (above and beyond expectations)

D. Presentation (on Project): Portion of Final Marks-5%

After the completion of the video project the students will make an additional presentation to the full class in which they explain how they approached the project, what challenges they faced planning, designing and executing it, and how they overcame these challenges. In the presentation conclusion, each member of the group shares their personal evaluation of their own learning outcomes.

1%       quality of presentation content (group part)

1%       quality of presentation content (individual part)

2%       presentation skills (individual and group part)

1%       Q&A (individual and group part)

E. Role Play and Class Participation: Portion of Final Marks-10%

During each contact hour, the students are given simple exercises, they either do individually or in pairs/groups. The students’ outcomes of each exercise are then discussed with the full class. Furthermore, the lecturer is continuously asking students questions to test their actual comprehension of the topic at hand. Any student who actively asks questions by themselves or offer additional examples or real world situations will be rewarded accordingly. Also, role play is an important part of class participation. The students are given a specific business (or personal) negotiation situation and they then have to play out a possible scenario.

5%       role play

5%       class participation via Exercises/Discussion/QA

F. Midterm Examination: Portion of Final Marks-15%

Students will take a written exam of 2-hour duration covering topics up to the mid-point of the semester.

G. Semester-end Examination: Portion of Final Marks-25%

The module will have a semester-end exam for 2 hours covering the entire syllabus. The question will be divided into two parts – Part A (carrying 40% of the exam weightage) will be mostly of short answer including objective questions. Part-B (carrying almost 60% of the exam weightage) will be mostly of essay type or an extended response to the given question. This part of the question requires students to apply, analyse, and evaluate or construct knowledge and skills. Cases will also be used to test the levels of knowledge.

                     
Pre-requisites:None

Subject Matter:

1. Introduction
   • Meaning of negotiation
   • Negotiator
     • Personal context
     • Professional context
   • Main features of negotiation
   • Need for negotiation
   • When to negotiate

2. Types of Negotiation
   • Distributive
   • Integrative (incl. the negotiator’s dilemma)
   • Single phase
   • Multi-phase
     • Tips
     • Guidelines
   • One-on-one
   • Multi-party
     • Coalitions
     • Guidelines
   • Principles of negotiation
   • The 4 key concepts of a negotiation
     • BATNA
     • Reservation price
     • ZOPA
     • Value creation through trade

3. Negotiation Stages
   • Prepare
   • Open
   • Propose
   • Bargain
   • Close

4. Negotiation Elements
   • Negotiation strategies
     • Compete
     • Collaborate
     • Withdraw
     • Accommodate
     • Compromise
   • Negotiation behaviour (Gavin Kennedy)
     • Red Behaviour
     • Blue Behaviour
     • Purple Behaviour
     • Relation to negotiation strategies
   • Negotiation ethics (the five questions to ask)
     • Reciprocity
     • Publicity
     • Trusted friends
     • Universality
     • Legacy
   • Negotiation tactics
     • The Decoy
     • The Nibble
     • The Cherry-picker
     • The Flinch
     • The Good Cop, Bad Cop
     • The Moral Appeal
     • The Mandated Authority
     • The Flatterer
     • The Take It or Leave It
     • The Name Drop
     • The Recess
     • The Full Disclosure
     • The Informal Setting
     • Stage to use tactic
   • Barriers to an agreement
     • Communication problems
     • Die-hard bargainers
     • Lack of trust
     • Potential saboteurs
     • Differences in culture
   • Characteristics of an effective negotiator
   • Techniques for better negotiation
     • Prepare, prepare, prepare
     • Pay attention to timing
     • Leave behind your ego
     • Improve your listening skills
     • If you don't ask, you don't get
     • Anticipate compromise
     • Offer and expect commitment
     • Don't absorb their problems
     • Stick to your principles
     • Close with confirmation

5. Cross-Cultural Negotiations
   • Introduction
     • Definition of culture
     • Elements of culture
     • Culture as an iceberg
     • Importance of cultural elements
     • Meaning of cross-cultural negotiation
     • Importance of cross-cultural negotiation skills
     • The basics of cross-cultural negotiations
   • Verbal communication
     • Low-context
     • High-context
   • Chronomics
     • Monochronic
     • Polychronic
     • Process time vs. Implementation time
   • Non-verbal communication
     • Kinesics
     • Proxemics
     • Haptics or touching
     • Oculesics
     • Olfactics
   • Hofstede’s dimensions of culture
     • Power Distance Index (PDI)
     • Individualism versus Collectivism (IDV)
     • Masculinity versus Femininity (MAS)
     • Uncertainty Avoidance Index (UAI)
     • Long Term Orientation versus
     • Short Term Normative Orientation (LTO)
     • Indulgence versus Restraint (IND)
   • Different countries’ negotiator profiles
   • Different countries’ negotiator styles
   • The use of an interpreter
     • Role and profile
     • Tips for successful use
   • Communication with non-native speakers
   • Culturally responsive negotiation strategies
     • Low familiarity
     • Moderate familiarity
     • High familiarity

Reading Lists:

1. Essential Readings
   • Fisher, R., Ury, W.L., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Updated and Revised Edition. Penguin Books.
   • Siedel, G.J. (2014). Negotiating for success: Essential strategies and skills. Van Rye Publishing.
   • Bazerman, M.H. (2005). The potential downside of a win-win. Harvard Business School. http://hbswk.hbs.edu/item/4870.html
   • Blanding, M. (2014). The role of emotions in effective negotiations. Harvard Business School. http://hbswk.hbs.edu/item/7560.html
   • Malhotra, D., & Bazerman, M.H. (2007). Dealing with the "irrational" negotiator. Harvard Business School. http://hbswk.hbs.edu/item/5721.html
   • Nobel, C. (13 May 2013). How to spot a liar. Harvard Business School. http://hbswk.hbs.edu/item/7234.html
2. Additional Readings
   • Donaldson, M.C. (2007). Negotiating for dummies (2nd ed.). Wiley Publishing Inc.
   • Blanding, M. (2015). How do you grade out as a negotiator?Harvard Business School. http://hbswk.hbs.edu/item/7750.html

Date: July, 2017