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  • Power in Negotiation

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    Devyani Mourya
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    The document discusses the concept of power in negotiations. It defines power as the ability to satisfy one's goals in a given situation. Power can come from various sources, including information, personality, position or title, relationships, and context. The sources of power are explored in more depth, such as how control over resources, networks and relationships, and contextual factors like alternatives and culture can influence one's power. The document also provides tips for perceiving power in negotiations and managing perceptions.

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    The document discusses the concept of power in negotiations. It defines power as the ability to satisfy one's goals in a given situation. Power can come from various sources, including information, personality, position or title, relationships, and context. The sources of power are explored in more depth, such as how control over resources, networks and relationships, and contextual factors like alternatives and culture can influence one's power. The document also provides tips for perceiving power in negotiations and managing perceptions.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    20 views18 pages

    Power in Negotiation

    Uploaded by

    Devyani Mourya
    The document discusses the concept of power in negotiations. It defines power as the ability to satisfy one's goals in a given situation. Power can come from various sources, including information, personality, position or title, relationships, and context. The sources of power are explored in more depth, such as how control over resources, networks and relationships, and contextual factors like alternatives and culture can influence one's power. The document also provides tips for perceiving power in negotiations and managing perceptions.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 18

    Negotiation

    Power

    (Lewicki, Saunders & Barry. 2011)


    Power & Politics
    Power Importance?

    Perceptual battle
    1. We believe we
    have less power
    than the other party.
    2. We believe we need
    more power than
    the other party.

    (Lewicki, Saunders & Barry. 2011)


    Power Definition
    • Power in a given
    situation
    (situational power)
    that one can satisfy
    the purposes
    (goals, desires, or
    wants) in that
    situation”
    • Perspectives
    – Over
    – With(Lewicki, Saunders & Barry. 2011)
    Power Sources

    • Informational
    • Personality
    • Position
    • Relationship
    • Contextual

    (Lewicki, Saunders & Barry. 2011)


    Informational
    • Most common
    – Research, build,
    organize and
    support your
    position
    – Challenge or
    undermine the
    opposition’s
    position.

    (Lewicki, Saunders & Barry. 2011)


    Personality

    • Psychological
    • Cognitive
    – Ideologies about power
    • Motivational
    – Specific motives to use power
    • Disposition and skills
    – Orientation to cooperation/competition
    • Moral
    – Philosophical orientation to power use
    (Lewicki, Saunders & Barry. 2011)
    Position
    Legitimate Resource
    • Title and • Resource control
    responsibilities capacity to give
    provide the and withhold might
    “legitimacy” of the include what?
    office holder
    • Social construct: may
    be acquired by birth,
    election,
    appointment or
    promotion
    (Lewicki, Saunders & Barry. 2011)
    Resource Control

    (Lewicki, Saunders & Barry. 2011)


    Relationships

    • Goal
    interdependence
    • Referent power
    • Networks

    (Lewicki, Saunders & Barry. 2011)


    Hierarchy

    (Lewicki, Saunders & Barry. 2011)


    An Organizational Network

    (Lewicki, Saunders & Barry. 2011)


    Social Network
    Analysis: Monero
    Network Relation s h 7 -1 2

    ips
    • Tie strength
    – Strength or quality
    • Tie content
    – Resource passing
    • Network structure
    – Social system

    (Lewicki, Saunders & Barry. 2011)


    Holacracy

    (Lewicki, Saunders & Barry. 2011)


    Network Structure Po w 7-1 4

    er
    • Centrality
    • Criticality and
    relevance
    • Flexibility
    • Visibility
    • Membership in
    a coalition

    (Lewicki, Saunders & Barry. 2011)


    Contextual

    • BATNAs
    – Stands for?
    • Culture
    – Implicit rules
    • Agents, constituencies
    and external
    audiences

    (Lewicki, Saunders & Barry. 2011)


    More Power Than You?
    • Don’t:
    – All-or-nothing
    – Degrade
    – Self-inflate
    • Do:
    – Build momentum by sequence
    – Leverage competition
    – Constrain yourself
    • Data
    • Ask questions
    • Manage the process
    (Lewicki, Saunders & Barry. 2011)

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