What are the strategies for responding to hardball tactics?

What are the strategies for responding to hardball tactics?



Answer: ignore them, discuss them, respond in kind, co-opt the other party. Also discussed in the text but not listed specifically: preparation, familiarity with hardball tactics, identification and discussing the tactics, halting the negotiation process, team negotiations.

Discuss the importance of reciprocating (or not reciprocating) concessions.

Discuss the importance of reciprocating (or not reciprocating) concessions.



Answer: Concession making indicates an acknowledgment of the other party and a movement toward the other's position. It implies a recognition of that position and its legitimacy. If the other party does not reciprocate, the concession maker may appear to be weaker by having given up something and received nothing in return. If the giver has made a major concession on a significant point, it is expected that the return offer will be on the same item or one of similar weight and somewhat comparable magnitude. To make an additional concession when none has been received (or when what was given was inadequate) can imply weakness and can squander valuable maneuvering room

Why is advantageous to make an extreme opening offer?

Why is advantageous to make an extreme opening offer?



Answer: Gives more room for movement in negotiation and therefore more time to learn the other party's priorities. May create the impression that there is a long way to go before a reasonable settlement will be achieved and more concessions than originally intended may have to be made to bridge the difference between the two opening positions.

What are the four important tactical tasks for a negotiator in a distributive bargaining situation?

What are the four important tactical tasks for a negotiator in a distributive bargaining situation?



(1) Assess the other party's outcome values and the costs of terminating negotiations;
(2) manage the other party's impression of one's own outcome values;
(3) modify the other party's perception of his or her own outcome values;
(4) manipulate the actual costs of delaying or aborting negotiations.