Record Keeping in the Learning Sector Essay Example | Topics and Well Written Essays - 1500 words

Record Keeping in the Learning Sector - Essay Example He points out that "without records, we have no way of knowing what we are doing."(18). Record-keeping has always been an important part of the teacher's work; it would be easy, in concern about recording each child's progress in the National Curriculum, to forget the need for long-term records and for records which give their own input to work and the corresponding output from the children. There are many reasons for keeping records besides those of recording progress in the National Curriculum. An important reason for record-keeping is continuity. If teachers should happen to have a long illness or leave their present school in mid-year, all that they have learned about their children will be lost, and appropriate records are needed so that someone else can take up where they left off. Records may help the teachers to match work to individual children and help them to overcome learning problems. Something a child does once may not appear to be significant, but if it happens several times, it may give them important clues to the nature of a difficulty. They may not notice this if they do not keep appropriate records. It would be difficult to keep this kind of record for every child all the time, but they can do it for a small number who have problems. Important items from a child's background noted over a period may help the teacher to understand his or her difficulties and put them in a better position to help. For example, a child who has changed schools number of times may be insecure and need in filling gaps in learning. A child who has a handicapped sibling may find it difficult to cope with the extra attention that the sibling needs from his or her parents. Background information of this kind is sensitive and the teacher or head may need to ask the parent concerned if he or she minds having it recorded so that teachers are aware of any difficulties. School records or records to be passed on need to contain only what might be described as considered records. Teacher's own day to day notes may contain comments about individual children and the success or otherwise of particular pieces of work, recorded for their benefit alone. These notes will form the basis of their final records. Teacher will also need records of each individual child. It is helpful to keep these records in a loose leaf file with a page for each child. They can then add material and put this into a longer term record when each page is full. Their file should include a check list for each child of the Attainment Statements from the National Curriculum arranged so that they can tick off items as they are achieved. Historically one of the standard methods of keeping records was for the class teacher to maintain a weekly record book and to contribute to a cumulative record and termly or yearly report for the parents. This was quite a feasible approach for a teacher who used a class-based teaching approach. What this technique also created, however, was belief that because the teacher had planned and taught the material the children had, by implication, learnt it. With the onset of the comprehensive principle and the development of mixed ability classes, a wider range of ability in the children being taught exposed serious limitations in the approach. It is an essential aspect of record-keeping that staff and

Intelligent Design is it Science Essay Example | Topics and Well Written Essays - 750 words

Intelligent Design is it Science - Essay Example To support his view, he has used example of the law of physics, with relevance to radio signals. Dembski states that radio signals take diverse form as a contingent form, extensive and multifaceted. To further supports the theory of Specified complexity, he states that intelligence leaves behind a mark or a trail, which makes up a design community, hence it describes the nature of specified complexity. An event is considered to be specified complexity if the element in it, can’t be explained by probability, which is the amount of expectation of occurrence of the unpredictable event. Meaning, an individual never expects an event to occur, because of its unusual and unware nature and the individual’s inability to explain that event is intelligence (Dembski, 712). Dembski believes that intelligent design should be taught in school as natural and scientific phenomena, but teachers face problem of fate and beliefs while teaching the intelligent design theory. The core of the problem is, the explanation of intelligent design theory to students, how intelligent design is science and not a religion. He further states that intelligent design should be taught in biology classes, to high school students. Keeping in view that the method of conversion does not account for specified structure, which is compound in nature, in biology. Although educators should act passively while teaching intelligent theory as one tends to comply to his own perceptions with the design theory (Dembski, 715).

Wings of desire. Analysis of the Film Essay Example | Topics and Well Written Essays - 750 words

Wings of desire. Analysis of the Film - Essay Example Each and every city has a history. Human nature is characterized by dynamism and this is reflected on all what surrounds man. Berlin is a no such exception city as it can be read from two dimensions, i.e. visible and invisible. In the film, â€Å"Wings of Desire†, a number of features, which will be discussed later in this paper, prove to be imminent. Art being a reflection of the society, â€Å"Wings of Desire† is a reflection of the life style and depiction of the Berlin city. This city is interesting and has had a capability of combining all the factors that mould a modern city having elements of the past that shape its future. Whether this city is purely real, hyperreal or surreal or may be purely an invisible depends on the spatial history it presents and the different landmarks which show themselves. The wings of desire present two dimensions of the Berlin. Visible Dimension Berlin City can be viewed from the visible dimension. When you visit this city as the film shows you are in a position to see the wall that separates the East and the West of Germany. For many years, this wall has been a real depiction of where this city has come from. It harbors a rich history and this film presents the wall as a site for memory. The wall goes round the City. When people saw the wall, because it was brought down after the shooting of â€Å"wings of desire†, they would have a recap of what happened to their country leading to the separation of East and West Germany. The essence of reality is more felt when the meditation of the history with which this wall carries is effected by first sight this historic feature. For this reason, this wall acting like a landmark feature that was passed on from generation to generation then the sets Berlin city to have the characteristics of realism. A real city has its history attached to the available landmarks that might be manmade or natural and this is something which Berlin clearly presents through the wall. Berlin City has features that tend to embrace idealism. This is a visible dimension whereby subliminal regime is created. Berlin City has special functions for the bridges whereby symbolism and rich history is embedded on them. The bridges link and act as frontiers. It is this feature that makes them very ideal for writing history on them that when people pass by, they can have a look at it. Often the streets, as depicted in this film, have few people with stereotypes of metropolis taking a lead. In addition, the houses together with the streets happen to be anonymous and this presents a rather hard to puzzle situation. The canals clearly confirm that this city is a real metropolitan centre giving life to the surreal ideologies. The ideologies of hyperreal cities bring in the power of imaginations and through the imaginations decisions can be made. A perspective is drawn and Berlin has created search a setting for the world to see. Though luftschutzbunker is a standing remnant of th e effects of World War II, it offers a moment of reflection. A thought of today are imaginatively shifted to try to figure out how yesterday would have been if it were today. This can be described as fiction, something that can only happen in movies and films and this is what basically entails hyperreal cities. The library preserves information. As a visual phenomenon of the Berlin City, it has been distinguished for memory purposes. Not that the Homer does not have the information he really ought to know but rather chooses to opt for memory so as to exploit the excellence which comes along. As depicted, in the film, the library is the place believed to offer angels’ gathering point and excellence is much emphasized. Memory refreshment is the key goal. Invisible Dimension For Berlin, features of invisible dimension are eminent. History has proven that, whatever is seen can communicate more if a little of thoughts are engaged. This is the situation which confronts anybody whol e

Music Role of a Composer Essay Example for Free

Music Role of a Composer Essay A person who creates the music the music we listen to by writing a piece of music for theatre, radio, film, TV and computer games where music is needed is known as composer. Composing of music has played a vital role in the lives of composers making others to be considered as princes of music like Josquin and Palestrina yet others had unique styles of composing their music. The roles of a composer are to create music by creating situations in which sounds will basically be. A composer has to devise strategies to ensure coordination of elements of performers set into motion. This is achieved by ensuring that proper notation of music has been done in order to accurately direct musicians. The task of a composer is to write an original piece of music fitting for a specific mission after which the composition will then be performed by musicians. The music composed might be having lyrics or just instrumental. Furthermore, it can be either in the form of country, classical jazz or even folk. The work of composer improved a great deal between 900 to 1820. in the 900’s, composers used to create music in that there is a solo singer and choirs or more probably in an Organum style . In the process of change, music styles became more complex and multiple parts were used for different instruments and this help to bring harmony. The recorder, lute and the invention of printing press that brought about standardization of musical notation. Later the Organum was modified into the modern harmony of today by use of a figured bass to accompany a melody. The introduction of keyboard in equal temperament enabled different keys to be used without alteration. Finally, during the classical period, the composers fostered for loyalty or nobility of the time. The composers of the time were offered with creative tools to build many accredited pieces of music given that the concept of music was abstract and detached allowing them to explore the music industry. Josquin Desprez (1440-1521) was the master of composing in his time . He created his music with careful words which were of marvelous simplicity and sophistication. Ludwig Van Beethoven (1770-1827) was the instrumentals in bringing into being the romantic music era. These two men brought about great change in the musical industry and meaning to composers without fear of experimenting. References Fulcher, J. The Composer as an Intellectual. Music and Ideology in France 1914-1940. New York: Oxford University Press, 2005 Smith J. Carlson B. The Gift of Music: Great Composers and Their Influence. Crossway, 1995

Background analysis of PADINI

Background analysis of PADINI PADINI started to operate its company in Malaysias apparel industry, manufacturing, trading and supplying garments to order for retailers and distributors. The PADINI Concept Store is a concept store that selling all PADINI Holdings brands in one store or one stop shopping. The first outlet that starting to operate in Malaysia was located in Johor Bharu City Square, a shopping complex in Johor Bharu, Malaysia. After PADINI starting to operate in Malaysia, it becomes one of the major forces to apparel and garments industry in Malaysia. Besides, PADINI involved in the distribution and retail of its own fashion labels through 190 freestanding stores, franchise and consignment counters. The main products that sold by PADINI are formal,fashion wear and accessories. Besides, there are various brands that houses in PADINI and all of them are under PADINI. Every brand represents a fashion philosophy and each of the philosophy involve an extensive range of products aimed at targeted consumer. Their brand image is strongly attached importance to the real value: quality, functionality and price. There are eight unique brands under PADINI, which are PADINI ,PADINI Authentics, PDI, P CO, Seed, Miki, Vincci, and Vincci Accessories. All of the brands targeted consumer is due to both sexes and all ages. However Vincci, and Vincci Accessories are more focused on the flexible tastes of woman consumers on shoes, bags and accessories, and Seed Cafà © have open a new dimension in food operations for its company. Vision PADINI state that their vision is to be the market leader in the retail industry. They will achieve the goal through hard work, discipline and creative endeavour. In long terms, they will continue to maintain their high standard of design and manufacturing quality as well as affordability. Besides, they are also working towards expanding the business on a regional basis. At present, they have a growing presence in their neighbour countries, and we believe that there is great scope for growth. Mission The mission that set by PADINI is to create credible products that meet out target customer requirements but exceed their expectation. PADINI Core Value Caring From The Heart Caring from the heart means every staff of company must treat customers from the heart; staffs must care their customer by providing the best services. PADINIs 7 Culture Speed Simplicity Self- Confidence Communication Team Work Learning Culture Consistency Evolution of PADINI Year 1971-1990 Began operations as Hwayo Garments manufacturers Company, a proprietorship carrying out the manufacturing of ladies garments and wholesaling of the finished products to departmental stores. Expand into the trading textiles. Entered the retail industry with the companys pioneering brand PADINI. The brand VINCCI was created. Children wear was launched under MIKI brand. The SEED and ROPE labels were launched. 1991-2007 Establishment of a holding company, Home Stores Sdn. Bhd., to hold all the groups retail, wholesale and manufacturing business. The name Home Stores sdn. Bhd., was changed to PADINI Holdings Sdn. Bhd. Launched of PADINI AUTHENTICS. PADINI Holdings Sdn. Bhd. Became PADINI Holdings Berhad. PADINI HoldingsBerhad listed on the Second Board of the KLSE. PCO was launched in the second half of the year. PDI was created. The first Concept Stores was opened in Johor Bharu City Square. Seed Cafà © and PADINI Dot Com Sdn. Bhd was set up. Re-launcg of PADINI and Rope to new PADINI Workwear Listed on the Main Board of the KLSE The brand Vincci +. Vincci accessories and brands outlet was launched. STATES LOCATION Selangor AEON Bukit Tinggi Shopping Centre Sunway Pyramid Shopping Mall Ikano Power Centre 1 Utama Phase 2 Shopping Centre IOI Mall Shopping Centre Kompleks Membeli Belah, Aeon Cheras Selatan Johor Bukit Indah Shopping Centre City Square Shopping Centre Jusco Tebrau City Shopping Centre Kuala Lumpur Mid Valley Megamall Pavilion Kuala Lumpur Penang Gurney Plaza Queensbay Mall Melacca Dataran Pahlawan Melaka Megamall Pahang East Coast Mall Perak Kinta City Shopping Centre Sabah Warisan Square Sarawak The Spring Map of PADINII coverage The Location of PADINI Concept Stores In Malaysia Segmentation As a listed company with such successful result, undeniably PADINI has done segmentizing in terms of demographic, geographic and psychographic. Demographic segmentation include of dividing the market into groups based on variables likes age, gender family size, income, occupation, education, religion, race and nationality. PADINI has segmentized demographic by focusing on the factor like age, gender, income and occupation as the important factor to do the continuous targeting. PADINI has set up 8 brands, which has covered age from baby up to old ages ,gender with male and also female, income which in the range of RM1000-RM2000,RM2001-RM5000 and RM5001above,and finally occupation like office-worker and others semi formal wear which suit majority occupation. This helps the organization to divide the market into several groups and target each of these groups to enhance the performance of the organization. Next, market segmentation strategy whereby the intended audience for a given product is divided according to geographic units, such as nations, states, regions, counties, cities, or neighborhoods.  PADINI has chosen to focus on states as their geographic segmentation, for instances, Penang, Johor and Kuala Lumpur. Lastly, PADINI has also used Psychographic by dividing the industry into different groups based on social class and lifestyle to do perfect segmentation. Targeting From our research, we can say that the targeting strategies used by PADINI is differentiated marketing where PADINI target several segment by offering different products to satisfy the different groups of customer. The targeted groups of customer are derived from the age range that above 7 to 50 and separated according to age and genders. The following table is showing the different targeted groups by offering different products. Group Age Gender Product Type of product Infants and kids Below 7 Both Miki kids Casual Childrens Above 7 and below 12 Both Seed and PADINI Authentic Casual Teenagers or youngsters 12 to 18 Both Seed and PADINI Authentic Casual Adult 18 to 30 female P Co Younger style(Trendy) Adult 18 to 40 Both Seed Casual plus classic stylish designed Teenagers or adult 13 to 50 Female Vincci and Vincci Accessories Female Accessories Adult 18 to 50 Both PDI Casual stylish designed Adult 18 to 60 Both PADINI Formal Differentiation Positioning PADINI used the differentiation strategies of product and image to place the product occupies in the consumers minds. The hottest product of PADINI Seed, use the product differentiation in term of design to place the product occupies in the consumers minds. For example, when a consumer want to buy a semi-formal with classic stylish designed, the Seeds product will come into their minds before thinking of others brand. Besides, Miki kid is also one of the example of product differentiation where the design is specialty for kids. On the other hands, P Co used the image differentiation to place the product occupied in consumers minds. When a consumer want to buy a female clothes with younger style inside the PADINI, the brand of P Co may take the advantage of coming to their mind before others brands. In short, PADINI use the differentiation of professional ,stylish and fashionable to position the products in the consumer minds. Product Consumer Goods  are final goods that are brought from retail stores to satisfy the needs and wants of customers. Products of PADINI falls under consumer product which categorized as shopping products.PADINI itself has other alternatives brands under it. There are PADINI, Seed ,Pdi , PADINI Authentic , PCo, Miki maternity , Vincci , Vincci accessories , Miki kids . The essential of PDI is to emphasis the casual stylish that can be accepted in any occasion. Its purpose to let any guy or girl to get a style fix among the fashion-current jeans, T-shirts, jackets, casual basic-T, belt, socks, scarf and even accessories in a shopper-friendly setting.PADINI is focus more on basic and family lifestyle and aim for anyone who likes and extols casual style. PADINI provides the essential working lifestyle for the modern working man and women. The PADINI collection carries a clean, timeless and modern to the working lifestyle. This brand is focuses on the formal wear and centralize customers base for workers. PADINI has launched out several of tie, belt, shirt and coat. Seed is the confidence of classic and casual plus a refreshing design. Seed emphasize the best of both designs for men, women and even hip kids! The purpose is stand-out style. Seed is focus on urban office-wear for the masses. The clothes under this line are usually jackets, coats, suits, classic office pants and knee-length skirts, semi-formal skirt and belt and also classic jean. In addition to seed cafe, the cafe portrays a bright and contemporary concept which jells with seeds youthful and trendy image. PADINI authentic is more on casually yours. PADINI authentic focus their styleon quality casual wear. Its targets the teenager segment of the market. It sells modern shirt, trendy jean, jackets, shirts and stylish dress. P co is focus on female market and launched all girls skirt, necklace and also hot pants. On the same track where they run ahead in fashions brave new ideas. Women are the largest customer base for P co because they know that women are the most potential customer and most people who are willing to spend money in the fashion. Miki Kids take the message of fun in fashion to every place and occasion. Clothes design with energetic ideas and cheerful colours to charge up every youngster. Miki kids are designed for 1-11 years old infants. This is because infants still have their potential and parents are increasingly willing to spend money on their childs dress. Miki Maternity is designed for fashionable mums-to-be. Miki Maternity has sold all the shirt and dress that suit for the pregnant women at the same time stand out-style. The look of Vincci fun and fashionable, the emphasis is affordable. From head turning hair accessories to trendsetting footwear, must-have handbags to eye catching glasses and fashion-clinching belts. In addition to Vincci accessories carries one of the most extensive lines of accessories from necklaces, bangles, rings and earrings to belts, sunglasses, watches, shoes, bags and more in all the latest styles. Price Pricing are one of the most important elements of the marketing mix, as it is the only mix, which generates a turnover for the organization. Pricing is difficult and must reflect  supply and demand  relationship. Pricing for a product too high or too low could mean a loss of sales for the organization.   Designed of Seed and PADINI are more classic. Our company carries out market-skimming pricing and setting a high price for Seed and PADINI to skim revenues layer-by-layer from those willing to pay the high price. Both of these brands are premium pricing and especially for relatively high consumption of the customer base. High consumption of the customers base is those who purchase a bundle items in one time. Production of seed and PADINI are much more less than other brand this is because high consumption of the customer base would be lesser. Our company makes fewer, but more profitable sales. In addition to this, PDI and PADINI authentic and Vincci are much more affordable. Our company carries out maket-penetration pricing setting low initial price for PDI, PADINI authenthic and Vinnci to penetrate the maket deeply. Both of these brands are low cost pricing and more focus on the middle class of customer base. Product price of these two brands are low and affordable. This is because there are more middle class of customer base compare to high consumption of customer base. PDI and PADINI authentic are attracting many customers due to the low price strategy and also our company can win a large market share. Apart from this,the two brands under the MIKI flag are MIKI Kids and MIKI Maternity.Miki maternity is pay attention on the fashionable mums-to-be. This brand only focuses on the pregnant women and mums-to-be customers base and Miki kids is focus on the children customers base. Product price of this brand is quiet high and is consider as premium pricing. This is due to their customers base not wide enough Promotion do PADINI Holdings Berhad company has different promotion in every seasons . They have different seasons in every years . That is spring ,summer ,fall and holiday . Those products have expensive price will have whole year discount . On the other hand , those products have cheap price only will get discount during season period . PADINI AUTHENTICS promotion will get instant rebate RM30 with purchases of RM150 and RM70 with purchases of RM 300 . PDI Promotion will get rebate RM15 with every purchase of RM 100 . Followed by, VINCCI ACCESSORIES will get instant rebate RM10 with purchase of RM50 above RM20 with purchase of RM100 above . VINCCI Promotion will get instant rebate RM10 with purchases of RM50 above , RM20 with purchases of RM100 above. SEED Promotion will get rebate RM30 with every purchase of RM 150. PCO Promotion will rebate rm20 with every purchase of rm100 . PADINI Promotion will get rebate RM30 with every purchase of 2pcs . In addition , PADINI GROUP FAIR which known as Mega Carnival Sales will up to 70% discount .This sales will fall on March , August , December every year .Specific terms and condition will be applied on it . During sales period, customers cannot apply for member card . Member card only can apply when no sales proceed. When nearly reach end of sales, PADINI Company will have actual 10 % will add 10 % more discount on it . This is because PADINI company want clear the stock, and they want to push the sales. A companys total promotion mix is also called marketing communications mix . It consists advertising , sales promotion , public relations , personal selling , and direct-marketing tools that the company uses to persuasively communicate customer value and build customer relationships . One of the hardest marketing decisions facing a company is how much to spend on promotion. How does a company decide on its promotion budge? There are four common methods used to set the total budget for advertising. There are the affordable method, the percentage of sales method, the competitive parity method and the objective and task method . Affordable method is to set the promotion budget at the level management thinks the company can afford. Followed by , percentage of sales method is set the promotion budget at a certain percentage of current or forecasted sales or as a percentage of the unit sales price . Competitive parity method is set the promotion budget to match competitors outlay . Placement do Concept Store brings the all in one concept. So that, customers will be convenient to shop at there. Variety of modern style can be chosen by customers. All they need are inside one shop. Most of the brands outlet will located at the shopping mall instead of hypermarket. Because of the design of shopping mall more attractive. So that can attract more customers. PADINI is one of the most well-known brands in Malaysias multibillion garment industry. A brand leader involved in the distribution and retails its own fashion labels through 180 freestanding stores and in-house outlets. This includes our multi-brand stores of PADINI Concept Store and Brands Outlet. PADINI have many branches in Malaysia. In Malaysia, it divided into two parts. That is west and east. Shopping mall will be chosen as the location where the PADINI Concept store at. This is because shopping mall has more people. For example, Queensbay Mall, Gurney Plaza .It will choose only mall which is more trendy for that city . PADINI has two types of shops. It has brands outlet and PADINI concepts store. The purpose of having PADINI concepts shops is because of the concept one-stop-shopping. With all brands within reach in just one store, the shopping option is set to create a fashion revolution. In addition, certain brands specialize in items such as Graphic Tees, Polo-Tees and Pants. With such a wide variety of styles and labels, Concept Store not only caters to everyone irrespective of age, gender or taste, it also allows shoppers to mix and match effortlessly within one location ,maybe by matching with different brands merchandise to fulfill own required style. The brands are PADINI, Seed, Vincci, PDI, PADINI Authentics, P Co, Miki Kids Miki Maternity. Whereas , brands outlet is the latest exciting concept from PADINI group . Already a fashion force in Malaysia with brands such as PADINI, Seed,PDI, Vincci and PCo., the group decided to introduce a shopping experience with a difference based on key id eas of convenience, quality, variety and affordability. Concept Store can be found at Aeon Bukit Tinggi (Klang), Ampang Point (Kuala Lumpur), IOI Mall (Puchong), Ikano Power Centre (Mutiara Damansara; flagship store), Aeon Bukit Indah (Johor Bahru), Dataran Pahlawan Mall (Melaka), East Coast Mall (Kuantan) and Queensbay Mall (Penang). Recommendation After the overall marketing research regarding this company, we would make some recommendation about the product, market development, marketing technique, public promotion and sales rules and regulation. Talking about the product, PADINI has never come out with unisex merchandise, as our experience as promoter in this company, we always get this question from customer .Also, we would suggest PADINI may make some couple design since the company is already well-established, these two product may probably open a new market to new young generation as their target, the company may choose the A outlet to do market testing by coming out limited quantity. While for marketing technique, we can see PADINI has not yet to explore in the online buying. We suggest PADINI can set up a blog which contain all brands product. Before that, perhaps the company must set up an IT department to do IT support for future transaction and create a IT system to company. They may co-operate with some banks to offer discount by using online banking service. On the other hands, PADINI can also cooperate with some local distributors in the Malaysia like Citi-link or Sky Net to send out the order. Every transaction made by the customer will be shown a payment statement and it was guaranteed by the bank. Besides, the distribution of the order will directly send to the stated address according to the information stated on the order form by the customer. Then, since PADINI is already well-known in fashion industry, we believe they are able to do a fashion show by hiring professional model, wearing their new products and having a fashion show .The company may invite some fashion professional ,helping to to advertising and promote their company. Besides, the company can organize a model show or competition by wearing their new products in specific mall like Gurney or Mid Valley, this will cost lesser. Furthermore, PADINI can sponsor to some well-known ladies magazine with conditions that include few pages which advertising about PADINI new products in every publication of magazine, for example Vogue and Nirvana Women. Historical Net Profit of PADINI From Year 2004- 2010 The histogram above showed that the net profit of PADINI from the year 2004- 2010. We can see that, the net profit of PADINI is dramatically increase from 2004- 2010 with the percentage of 1% to 12.2%. Besides, PADINI state that they forecast an average annual net profit growth of 10% in year 2011 and 2012 because of the demand for the PADINI products due to their strong branding and strategic store locations, as well as improved efficiency of warehousing, inventory management, design and product mix. Stock Split Besides, PADINI also carry out the stock split program to make its stock price cheaper than before in 5 times at 6 January 2011, being the market day after the books closing date. Share split involving the subdivision of each ordinary share of RM0.50 each held in PADINI Holdings Berhad into five ordinary shares of RM0.10 each. This action is to attract more investor to invest into their company. PADINI HOLDINGS BERHAD (History earnings, dividends and share price)

The Day The World Ended :: essays research papers

SONS AND LOVERS Relationships have, and always will contain many different levels. These levels can produce somewhat of a state of confusion in ones life, and have many different impacts. But when a change and a transformation takes place, one can reach a point of clarity and a new found direction. In the comparison of two novels, we see several relationships portrayed along these lines, and how the two main characters transform to find what is most sacred to them. Paul Morel is the main character in D.H. Lawrence's novel 'Sons and Lovers.'; The story charts his early life from when his parents married, and the subsequent birth of their four children. During this time, the three women who have the greatest impact on Paul's life are his mother, Miriam and Clara. Each woman displays a definite influence on Paul, but all three are shown in different times of his life. This influence goes on to shape the life of Paul. In conjunction to this, the story of 'The French Lieutenants Woman'; and the main char acter in that story, Charles, will be compared showing similarities and differences of the relationships of women in his life.   Ã‚  Ã‚  Ã‚  Ã‚  In the story 'Sons and Lovers'; from the very beginning their was a connection between Paul and his mother. It was seen that a bond was formed between the two of them, but it wasn't very strong in the beginning. The strong mother –son bond was between Paul's older brother William and his mother. Paul appeared to be jealous of this, and it wasn't until William moved away that Paul's mother noticed him. William was offered a job in London, the 'big city'; in comparison to their town. When he left, it was almost like a part of his mother had left too. She was crushed, very upset, and very unstable. It wasn't until Paul came down with an illness, and was on the boundaries of death when his mother finally really took notice in him. Paul was then nursed back to himself, and shared this same type of bond that William had shared with his mother. Mrs. Morel (the mother) lived for her children, especially William, but then Paul. As Paul grew older, his mother never su ffered alone, and neither did he. He was always there for her when she needed him, she told him all her problems, and he listened as best he could, as a child and as a man.

Negotiation and Dispute Resolution

CHAPTER ONE The Nature of Negotiation 4-2 Introduction Negotiation is something that everyone does, almost daily 4-3 Negotiations Negotiations occur for several reasons: †¢ To agree on how to share or divide a limited resource †¢ To create something new that neither party could attain on his or her own †¢ To resolve a problem or dispute between the parties 4-4 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words: †¢ Bargaining: describes the competitive, win-lose situation †¢ Negotiation: refers to win-win situations such as hose that occur when parties try to find a mutually acceptable solution to a complex conflict 4-5 Three Important Themes 1. The definition of negotiation and the basic characteristics of negotiation situations 2. Interdependence, the relationship between people and groups that most often leads them to negotiate 3. Understanding the dy namics of conflict and conflict management processes which serve as a backdrop for different ways that people approach and manage negotiations 4-6 Characteristics of a Negotiation Situation †¢ There are two or more parties †¢ There is a conflict of needs and desires between two or more parties Parties negotiate because they think they can get a better deal than by simply accepting what the other side offers them †¢ Parties expect a â€Å"give-and-take† process 4-7 Characteristics of a Negotiation Situation †¢ Parties search for agreement rather than: – – – – Fight openly Capitulate Break off contact permanently Take their dispute to a third party †¢ Successful negotiation involves: – Management of tangibles (e. g. , the price or the terms of agreement) – Resolution of intangibles (the underlying psychological motivations) such as winning, losing, saving face 4-8 Interdependence In negotiation, parties need eac h other to achieve heir preferred outcomes or objectives †¢ This mutual dependency is called interdependence †¢ Interdependent goals are an important aspect of negotiation †¢ Win-lose: I win, you lose †¢ Win-win: Opportunities for both parties to gain 4-9 Interdependence †¢ Interdependent parties are characterized by interlocking goals †¢ Having interdependent goals does not mean that everyone wants or needs exactly the same thing †¢ A mix of convergent and conflicting goals characterizes many interdependent relationships 4-10 Types of Interdependence Affect Outcomes †¢ Interdependence and the structure of the situation hape processes and outcomes – Zero-sum or distributive – one winner – Non-zero-sum or integrative – a mutual gains situation 4-11 Alternatives Shape Interdependence †¢ Evaluating interdependence depends heavily on the alternatives to working together †¢ The desirability to work together is better for outcomes †¢ Best available alternative: BATNA (acronym for Best Alternative to a Negotiated Agreement) 4-12 Mutual Adjustment †¢ Continues throughout the negotiation as both parties act to influence the other †¢ One of the key causes of the changes that occur during a negotiation †¢ The effective negotiator needs to understand how eople will adjust and readjust and how the negotiations might twist and turn, based on one’s own moves and the other’s responses 4-13 Mutual Adjustment and Concession Making †¢ When one party agrees to make a change in his/her position, a concession has been made †¢ Concessions restrict the range of options †¢ When a concession is made, the bargaining range is further constrained 4-14 Two Dilemmas in Mutual Adjustment †¢ Dilemma of honesty – Concern about how much of the truth to tell the other party †¢ Dilemma of trust – Concern about how much should negotiators believe wh at the other party tells them 4-15Value Claiming and Value Creation †¢ Opportunities to â€Å"win† or share resources – Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resource – Creating value: result of non-zero-sum or integrative situation where the object is to have both parties do well 4-16 Value Claiming and Value Creation †¢ Most actual negotiations are a combination of claiming and creating value processes – Negotiators must be able to recognize situations that require more of one approach than the other – Negotiators must be versatile in their comfort and use of both major strategic approaches Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are 4-17 Value Claiming and Value Creation Value differences that exist between negotiators include: †¢ †¢ †¢ †¢ Differences in interes t Differences in judgments about the future Differences in risk tolerance Differences in time preferences 4-18 Conflict Conflict may be defined as a: â€Å"sharp disagreement or opposition† and includes â€Å"the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously† 4-19 Levels of Conflict Intrapersonal or intrapsychic conflict – Conflict that occurs within an individual †¢ We want an ice cream cone badly, but we know that ice cream is very fattening †¢ Interpersonal conflict – Conflict is between individuals †¢ Conflict between bosses and subordinates, spouses, siblings, roommates, etc. 4-20 Levels of Conflict †¢ Intragroup Conflict – Conflict is within a group †¢ Among team and committee members, within families, classes etc. †¢ Intergroup Conflict – Conflict can occur between organizations, warring nations, feuding families, or within splintered , fragmented communities – These negotiations are the most complex -21 Dysfunctions of Conflict 1. 2. 3. 4. 5. 6. 7. 8. Competitive, win-lose goals Misperception and bias Emotionality Decreased communication Blurred issues Rigid commitments Magnified differences, minimized similarities Escalation of conflict 4-22 Functions and Benefits of Conflict 1. Makes organizational members more aware and able to cope with problems through discussion. 2. Promises organizational change and adaptation. 3. Strengthens relationships and heightens morale. 4. Promotes awareness of self and others. 5. Enhances personal development. 6. Encourages psychological development—it helps eople become more accurate and realistic in their self-appraisals. 7. Can be stimulating and fun. 4-23 The Dual Concerns Model 4-24 Styles of Conflict Management 1. Contending – Actors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes 2. Yielding – A ctors show little interest in whether they attain own outcomes, but are quite interested in whether the other party attains their outcomes 3. Inaction – Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes 4-25 Styles of Conflict Management . Problem solving – Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes 5. Compromising – Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes CHAPTER TWO Strategy and Tactics of Distributive Bargaining 4-27 Three Reasons Negotiators Should Be Familiar with Distributive Bargaining 1. Independent situations require knowing how this works in order to do well 2. Need to know how to counter the effects of the strategies 3. Every situation has the potential to require kills at the â€Å"claiming-valueâ₠¬  stage 4-28 The Distributive Bargaining Situation †¢ Goals of one party are in fundamental,direct conflict to another party †¢ Resources are fixed and limited †¢ Maximizing one’s own share of resources is the goal for both parties 4-29 The Distributive Bargaining Situation Situation includes: †¢ Starting points (initial offers) †¢ Target points †¢ Resistance points (walkaway) †¢ Alternative outcomes 4-30 The Distributive Bargaining Situation Party A – Seller Walkaway Point Initial Offer Party B – Buyer Target Point Target Point Asking Price Walkaway Point 4-31 The Role of Alternatives to aNegotiated Agreement †¢ Alternatives give the negotiator power to walk away from the negotiation – If alternatives are attractive, negotiators can: †¢ Set their goals higher †¢ Make fewer concessions – If there are no attractive alternatives: †¢ Negotiators have much less bargaining power 4-32 The Distribut ive Bargaining Situation Party A – Seller Walkaway Point Target Point Alternative Initial Offer Party B – Buyer Asking Price Alternative Target Point Walkaway Point 4-33 Fundamental Strategies †¢ Push for settlement near opponent’s resistance point †¢ Get the other party to change their resistance point If settlement range is negative, either: – Get the other side to change their resistance point – Modify your own resistance point †¢ Convince the other party that the settlement is the best possible 4-34 Keys to the Strategies The keys to implementing any of the four strategies are: †¢ Discovering the other party’s resistance point †¢ Influencing the other party’s resistance point 4-35 Tactical Tasks of Negotiators †¢ Assess outcome values and the costs of termination for the other party †¢ Manage the other party’s impressions †¢ Modify the other party’s perceptions †¢ Manipula te the actual costs of delay or termination 4-36Assess the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations †¢ Indirectly – Determine information opponent used to set: †¢ Target †¢ Resistance points †¢ Directly – Opponent reveals the information 4-37 Manage the Other Party’s Impressions †¢ Screen your behavior: – Say and do as little as possible †¢ Direct action to alter impressions – Present facts that enhance one’s position 4-38 Modify the Other Party’s Perceptions †¢ Make outcomes appear less attractive †¢ Make the cost of obtaining goals appear higher †¢ Make demands and positions appear more or less attractive to the other party – whichever uits your needs 4-39 Manipulate the Actual Costs of Delay or Termination †¢ Plan disruptive action – Raise the costs of delay to the other party †¢ Form an alliance with outsiders – Involve (or threaten to involve) other parties who can influence the outcome in your favor †¢ Schedule manipulations – One party is usually more vulnerable to delaying than the other 4-40 Positions Taken During Negotiations †¢ Opening offers – Where will you start? †¢ Opening stance – What is your attitude? †¢ Competitive? Moderate? †¢ Initial concessions – Should any be made? If so, how large? 4-41 Positions Taken During Negotiations The role of concessions – Without them, there is either capitulation or deadlock †¢ Patterns of concession making – The pattern contains valuable information †¢ Final offers (making a commitment) – â€Å"This is all I can do† 4-42 Commitments: Tactical Considerations †¢ Establishing a commitment – Three properties: †¢ Finality †¢ Specificity †¢ Consequences †¢ Preventing the other party from committing prematurely – Their co mmitment reduces your flexibility 4-43 Ways to Create a Commitment †¢ †¢ †¢ †¢ Public pronouncement Linking with an outside base Increase the prominence of demands Reinforce the threat or promise 4-44 Commitments:Tactical Considerations †¢ Ways to abandon a committed position – – – – Plan a way out Let it die silently Restate the commitment in more general terms Minimize the damage to the relationship if the other backs off 4-45 Closing the Deal †¢ †¢ †¢ †¢ †¢ Provide alternatives (2 or 3 packages) Assume the close Split the difference Exploding offers Deal sweeteners 4-46 Dealing with Typical Hardball Tactics †¢ Four main options: – Ignore them – Discuss them – Respond in kind – Co-opt the other party (befriend them) 4-47 Typical Hardball Tactics †¢ Good Cop/Bad Cop †¢ Lowball/Highball †¢ Bogey (playing up an issue of little importance) The Nibble (asking fo r a number of small concessions to) 4-48 Typical Hardball Tactics †¢ †¢ †¢ †¢ Chicken Intimidation Aggressive Behavior Snow Job (overwhelm the other party with information) 4-49 Summary Negotiators need to: †¢ Set a clear target and resistance points †¢ Understand and work to improve their BATNA †¢ Start with good opening offer †¢ Make appropriate concessions †¢ Manage the commitment process CHAPTER THREE Strategy and Tactics of Integrative Negotiation 4-51 What Makes Integrative Negotiation Different? †¢ Focus on commonalties rather than differences †¢ Address needs and interests, not positions Commit to meeting the needs of all involved parties †¢ Exchange information and ideas †¢ Invent options for mutual gain †¢ Use objective criteria to set standards 4-52 Overview of the Integrative Negotiation Process †¢ Create a free flow of information †¢ Attempt to understand the other negotiator’s real n eeds and objectives †¢ Emphasize the commonalties between the parties and minimize the differences †¢ Search for solutions that meet the goals and objectives of both sides 4-53 Key Steps in the Integrative Negotiation Process †¢ Identify and define the problem †¢ Understand the problem fully – identify interests and needs on both sides Generate alternative solutions †¢ Evaluate and select among alternatives 4-54 Claiming and Creating Value 4-55 Identify and Define the Problem †¢ Define the problem in a way that is mutually acceptable to both sides †¢ State the problem with an eye toward practicality and comprehensiveness †¢ State the problem as a goal and identify the obstacles in attaining this goal †¢ Depersonalize the problem †¢ Separate the problem definition from the search for solutions 4-56 Understand the Problem Fully— Identify Interests and Needs †¢ Interests: the underlying concerns, needs, desires, or fe ars that motivate a negotiator Substantive interests relate to key issues in the negotiation – Process interests are related to the way the dispute is settled – Relationship interests indicate that one or both parties value their relationship – Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties 4-57 Observations on Interests †¢ There is almost always more than one †¢ Parties can have different interests at stake †¢ Often stem from deeply rooted human needs or values †¢ Can change †¢ Numerous ways to surface interests †¢ Surfacing interests is not always easy or to one’s best advantage 4-58Generate Alternative Solutions †¢ Invent options by redefining the problem set: – – – – – – – – Compromise Logroll Modify the pie Expand the pie Find a bridge solution Cut the costs for compliance Non specific compensation Subordinat ion †¢ Generate options to the problem as a given: – Brainstorming – Surveys – Electronic brainstorming 4-59 Evaluate and Select Alternatives †¢ Narrow the range of solution options †¢ Evaluate solutions on: – Quality – Objective standards – Acceptability †¢ Agree to evaluation criteria in advance †¢ Be willing to justify personal preferences †¢ Be alert to the influence of intangibles in selecting options Use subgroups to evaluate complex options 4-60 Evaluate and Select Alternatives †¢ Take time to â€Å"cool off† †¢ Explore different ways to logroll †¢ Exploit differences in expectations and risk/time preferences †¢ Keep decisions tentative and conditional until a final proposal is complete †¢ Minimize formality, record keeping until final agreements are closed 4-61 Factors That Facilitate Successful Integrative Negotiation †¢ Some common objective or goal †¢ Faith in one’s own problem-solving ability †¢ A belief in the validity of one’s own position and the other’s perspective †¢ The motivation and commitment to work together -62 Factors That Facilitate Successful Integrative Negotiation †¢ Trust †¢ Clear and accurate communication †¢ An understanding of the dynamics of integrative negotiation CHAPTER FOUR Negotiation: Strategy and Planning 4-64 Goals – The Focus That Drives Negotiation Strategy †¢ Determining goals is the first step in the negotiation process †¢ Negotiators should specify goals and objectives clearly †¢ The goals set have direct and indirect effects on the negotiator’s strategy 4-65 The Direct and Indirect Effects of Goals on Strategy †¢ Direct effects – – – – Wishes are not goals Goals are often linked to the other party’s goalsThere are limits to what goals can be Effective goals must be concrete/specific †¢ Indirect effects – Forging an ongoing relationship 4-66 Strategy versus Tactics †¢ Strategy: The overall plan to achieve one’s goals in a negotiation †¢ Tactics: Short-term, adaptive moves designed to enact or pursue broad strategies – Tactics are subordinate to strategy – Tactics are driven by strategy †¢ Planning: The â€Å"action† component of the strategy process; i. e. how will I implement the strategy? 4-67 Approaches to Strategy †¢ Unilateral: One that is made without active involvement of the other party Bilateral: One that considers the impact of the other’s strategy on one’s own 4-68 The Dual Concerns Model Avoidance: Don’t negotiate Competition: I gain, ignore relationship Collaboration: I gain, you gain, enhance relationship Accommodation: I let you win, enhance relationship 4-69 Strategic Options †¢ Per the Dual Concerns Model, choice of strategy is reflected in the answers to two questio ns: – How much concern do I have in achieving my desired outcomes at stake in the negotiation? – How much concern do I have for the current and future quality of the relationship with the other party? 4-70 The Nonengagement Strategy:Avoidance †¢ If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy †¢ It simply may not be worth the time and effort to negotiate †¢ The decision to negotiate is closely related to the desirability of available alternatives 4-71 Active-Engagement Strategies †¢ Competition – distributive, win-lose bargaining †¢ Collaboration – integrative, win-win negotiation †¢ Accommodation – involves an imbalance of outcomes (â€Å"I lose, you win†) 4-72 Key Steps to an Ideal Negotiation Process 4-73 Key Steps to an Ideal Negotiation Process †¢ Preparation – What are the goals? How will I work with the other party? †¢ R elationship building – Understanding differences and similarities – Building commitment toward a mutually beneficial set of outcomes †¢ Information gathering – Learn what you need to know about the issues 4-74 Key Steps to an Ideal Negotiation Process †¢ Information using – Assemble your case †¢ Bidding – Each party states their â€Å"opening offer† – Each party engages in â€Å"give and take† †¢ Closing the deal – Build commitment †¢ Implementing the agreement 4-75 Getting Ready to Implement the Strategy: The Planning Process †¢ Define the issues †¢ Assemble the issues and define the bargaining ix – The bargaining mix is the combined list of issues †¢ Define your interests – Why you want what you want 4-76 Getting Ready to Implement the Strategy: The Planning Process †¢ Know your limits and alternatives †¢ Set your objectives (targets) and opening bids (whe re to start) – Target is the outcome realistically expected – Opening is the best that can be achieved †¢ Assess constituents and the social context of the negotiation 4-77 The Social Context of Negotiation: â€Å"Field† Analysis 4-78 Getting Ready to Implement the Strategy: The Planning Process †¢ Analyze the other party – Why do they want what they want? How can I present my case clearly and refute the other party’s arguments? †¢ Present the issues to the other party 4-79 Information Needed to Prepare Effectively for Engaging the Other Party †¢ †¢ †¢ †¢ †¢ Resources, issues, and bargaining mix Interests and needs Walkaway point and alternative(s) Targets and opening bids Constituents, social structure, and authority to make an agreement †¢ Reputation and negotiation style †¢ Likely strategy and tactics 4-80 Getting Ready to Implement the Strategy: The Planning Process †¢ Define the protocol t o be followed in the negotiation – – – – – – – What is the agenda? Who will be there?Where will the negotiation occur? What is the time period? What might be done if the negotiation fails? How will we keep track of what is agreed to? How do we know whether we have a good agreement? 4-81 Summary on the Planning Process â€Å"†¦ planning is the most critically important activity in negotiation. † CHAPTER FIVE Perception, Cognition, and Emotion 4-83 Perception, Cognition, and Emotion in Negotiation The basic building blocks of all social encounters are: †¢ Perception †¢ Cognition – Framing – Cognitive biases †¢ Emotion 4-84 Perception Perception is: †¢ The process by which individuals connect to their environment. A â€Å"sense-making† process 4-85 The Process of Perception The process of ascribing meaning to messages and events is strongly influenced by the perceiver’s current state of mind, role, and comprehension of earlier communications People interpret their environment in order to respond appropriately The complexity of environments makes it impossible to process all of the information People develop â€Å"shortcuts† to process information and these â€Å"shortcuts† can create perceptual errors 4-86 Perceptual Distortion †¢ Four major perceptual errors: – Stereotyping – Halo effects – Selective perception – Projection 4-87Stereotyping and Halo Effects †¢ Stereotyping: – Is a very common distortion – Occurs when an individual assigns attributes to another solely on the basis of the other’s membership in a particular social or demographic category †¢ Halo effects: – Are similar to stereotypes – Occur when an individual generalizes about a variety of attributes based on the knowledge of one attribute of an individual 4-88 Selective Perception and Projection â₠¬ ¢ Selective perception: – Perpetuates stereotypes or halo effects – The perceiver singles out information that supports a prior belief but filters out contrary information †¢ Projection: Arises out of a need to protect one’s own self-concept – People assign to others the characteristics or feelings that they possess themselves 4-89 Framing †¢ Frames: – Represent the subjective mechanism through which people evaluate and make sense out of situations – Lead people to pursue or avoid subsequent actions – Focus, shape and organize the world around us – Make sense of complex realities – Define a person, event or process – Impart meaning and significance 4-90 Types of Frames †¢ †¢ †¢ †¢ †¢ †¢ †¢ Substantive Outcome Aspiration Process Identity Characterization Loss-Gain 4-91 How Frames Work in Negotiation Negotiators can use more than one frame †¢ Mismatches in frames b etween parties are sources of conflict †¢ Parties negotiate differently depending on the frame †¢ Specific frames may be likely to be used with certain types of issues †¢ Particular types of frames may lead to particular types of agreements †¢ Parties are likely to assume a particular frame because of various factors 4-92 Interests, Rights, and Power Parties in conflict use one of three frames: †¢ Interests: people talk about their â€Å"positions† but often what is at stake is their underlying interests †¢ Rights: people may be concerned about who is right† – that is, who has legitimacy, who is correct, and what is fair †¢ Power: people may wish to resolve a conflict on the basis of who is stronger 4-93 The Frame of an Issue Changes as the Negotiation Evolves †¢ Negotiators tend to argue for stock issues or concerns that are raised every time the parties negotiate †¢ Each party attempts to make the best possible case for his or her preferred position or perspective †¢ Frames may define major shifts and transitions in a complex overall negotiation †¢ Multiple agenda items operate to shape issue development 4-94 Some Advice about Problem Framing for Negotiators Frames shape what the parties define as the key issues and how they talk about them †¢ Both parties have frames †¢ Frames are controllable, at least to some degree †¢ Conversations change and transform frames in ways negotiators may not be able to predict but may be able to control †¢ Certain frames are more likely than others to lead to certain types of processes and outcomes 4-95 Cognitive Biases in Negotiation †¢ Negotiators have a tendency to make systematic errors when they process information. These errors, collectively labeled cognitive biases, tend to impede negotiator performance. 4-96 Cognitive Biases †¢ †¢ †¢ †¢ †¢Irrational escalation of commitment Mythical fixed-pie be liefs Anchoring and adjustment Issue framing and risk Availability of information †¢ The winner’s curse †¢ Overconfidence †¢ The law of small numbers †¢ Self-serving biases †¢ Endowment effect †¢ Ignoring others’ cognitions †¢ Reactive devaluation 4-97 Irrational Escalation of Commitment and Mythical Fixed-Pie Beliefs †¢ Irrational escalation of commitment – Negotiators maintain commitment to a course of action even when that commitment constitutes irrational behavior †¢ Mythical fixed-pie beliefs – Negotiators assume that all negotiations (not just some) involve a fixed pie 4-98Anchoring and Adjustment and Issue Framing and Risk †¢ Anchoring and adjustment – The effect of the standard (anchor) against which subsequent adjustments (gains or losses) are measured – The anchor might be based on faulty or incomplete information, thus be misleading †¢ Issue framing and risk – Frames ca n lead people to seek, avoid, or be neutral about risk in decision making and negotiation 4-99 Availability of Information and the Winner’s Curse †¢ Availability of information – Operates when information that is presented in vivid or attention-getting ways becomes easy to recall. – Becomes central and critical in evaluating events and ptions †¢ The winner’s curse – The tendency to settle quickly on an item and then subsequently feel discomfort about a win that comes too easily 4-100 Overconfidence and the Law of Small Numbers †¢ Overconfidence – The tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually true †¢ The law of small numbers – The tendency of people to draw conclusions from small sample sizes – The smaller sample, the greater the possibility that past lessons will be erroneously used to infer what will happen in the future 4-101 Self-Serving Bi ases and Endowment Effect †¢ Self-serving biases People often explain another person’s behavior by making attributions, either to the person or to the situation – There is a tendency to: †¢ Overestimate the role of personal or internal factors †¢ Underestimate the role of situational or external factors †¢ Endowment effect – The tendency to overvalue something you own or believe you possess 4-102 Ignoring Others’ Cognitions and Reactive Devaluation †¢ Ignoring others’ cognitions – Negotiators don’t bother to ask about the other party’s perceptions and thoughts – This leaves them to work with incomplete information, and thus produces faulty results †¢ Reactive devaluation The process of devaluing the other party’s concessions simply because the other party made them 4-103 Managing Misperceptions and Cognitive Biases in Negotiation The best advice that negotiators can follow is: †¢ Be aware of the negative aspects of these biases †¢ Discuss them in a structured manner within the team and with counterparts 4-104 Mood, Emotion, and Negotiation †¢ The distinction between mood and emotion is based on three characteristics: – Specificity – Intensity – Duration 4-105 Mood, Emotion, and Negotiation †¢ Negotiations create both positive and negative emotions †¢ Positive emotions generally have positive onsequences for negotiations – They are more likely to lead the parties toward more integrative processes – They create a positive attitude toward the other side – They promote persistence 4-106 Mood, Emotion, and Negotiation †¢ Aspects of the negotiation process can lead to positive emotions – Positive feelings result from fair procedures during negotiation – Positive feelings result from favorable social comparison 4-107 Mood, Emotion, and Negotiation †¢ Negative emotions generally h ave negative consequences for negotiations – They may lead parties to define the situation as competitive or distributive They may undermine a negotiator’s ability to analyze the situation accurately, which adversely affects individual outcomes – They may lead parties to escalate the conflict – They may lead parties to retaliate and may thwart integrative outcomes – Not all negative emotion has the same effect 4-108 Mood, Emotion, and Negotiation †¢ Aspects of the negotiation process can lead to negative emotions – Negative emotions may result from a competitive mind-set – Negative emotions may result from an impasse – Negative emotions may result from the prospect of beginning a negotiation †¢ Effects of positive and negative emotion Positive feelings may generate negative outcomes – Negative feelings may elicit beneficial outcomes †¢ Emotions can be used strategically as negotiation gambits CHAPTER SIX C ommunication 4-110 Communication in Negotiation Communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts. 4-111 What is Communicated during Negotiation? †¢ †¢ †¢ †¢ Offers, counteroffers, and motives Information about alternatives Information about outcomes Social accounts – Explanations of mitigating circumstances – Explanations of exonerating circumstances Reframing explanations †¢ Communication about process 4-112 Communication in Negotiation: Three Key Questions †¢ Are negotiators consistent or adaptive? – Many negotiators prefer sticking with the familiar rather than venturing into improvisation †¢ Does it matter what is said early in the process? – What negotiators do in the first half of the process has a significant impact on their ability to generate integrative solutions with high joint gains †¢ Is more information always better? – Th ere is evidence that having more information does not automatically translate into better outcomes 4-113 How People Communicate n Negotiation †¢ Use of language operates at two levels: – Logical level (proposals, offers) – Pragmatic level (semantics, syntax, style) †¢ Use of nonverbal communication – Making eye contact – Adjusting body position – Nonverbally encouraging or discouraging what the other says 4-114 How People Communicate in Negotiation †¢ Selection of a communication channel – Communication is experienced differently when it occurs through different channels – People negotiate through a variety of communication media – by phone, in writing and increasingly through electronic channels or virtual negotiations Social bandwidth distinguishes one communication channel from another. †¢ the ability of a channel to carry and convey subtle social and relational cues from sender to receiver 4-115 How to I mprove Communication in Negotiation Three main techniques: 1. The use of questions 2. Listening 3. Role reversal 4-116 How to Improve Communication in Negotiation †¢ Use of questions: two basic categories – Manageable questions †¢ cause attention or prepare the other person’s thinking for further questions: – â€Å"May I ask you a question? † †¢ getting information – â€Å"How much will this cost? † †¢ generating thoughts â€Å"Do you have any suggestions for improving this? † 4-117 How to Improve Communication in Negotiation †¢ Use of questions: two basic categories – Unmanageable questions †¢ cause difficulty – â€Å"Where did you get that dumb idea? † †¢ give information – â€Å"Didn’t you know we couldn’t afford this? † †¢ bring the discussion to a false conclusion – â€Å"Don’t you think we have talked about this enough? † 4-118 How to Improve Communication in Negotiation †¢ Listening: three major forms 1. Passive listening: Receiving the message while providing no feedback to the sender 2. Acknowledgment: Receivers nod their heads, maintain eye ontact, or interject responses 3. Active listening: Receivers restate or paraphrase the sender’s message in their own language 4-119 How to Improve Communication in Negotiation †¢ Role reversal – – Negotiators understand the other party’s positions by actively arguing these positions until the other party is convinced that he or she is understood Impact and success of the role-reversal technique †¢ Research suggests that role reversal is a useful tool for improving communication and the accurate understanding and appreciation of the other party’s position 4-120 Special Communication Considerations at the Close of Negotiations Avoiding fatal mistakes – Keeping track of what you expect to happen – Systematically guarding yourself against self-serving expectations – Reviewing the lessons from feedback for similar decisions in the future †¢ Achieving closure – Avoid surrendering important information needlessly – Refrain from making â€Å"dumb remarks† CHAPTER SEVEN Finding and Using Negotiation Power 4-122 Why Is Power Important to Negotiators? Seeking power in negotiation arises from one of two perceptions: 1. The negotiator believes he or she currently has less power than the other party. 2. The negotiator believes he or she needs more power than the other party. -123 A Definition of Power †¢ â€Å"an actor†¦has power in a given situation (situational power) to the degree that he can satisfy the purposes (goals, desires, or wants) that he is attempting to fulfill in that situation† †¢ Two perspectives on power: – Power used to dominate and control the other– â€Å"power over† – Power used to work together with the other–â€Å"power with† 4-124 Major Sources of Power – How People Acquire Power †¢ †¢ †¢ †¢ †¢ Informational sources of power Personal sources of power Power based on position in an organization Relationship-based sources of power Contextual sources of power 4-125 Informational Sources of Power Information is the most common source of power – Derived from the negotiator’s ability to assemble and organize data to support his or her position, arguments, or desired outcomes – A tool to challenge the other party’s position or desired outcomes, or to undermine the effectiveness of the other’s negotiating arguments 4-126 Power Based on Personality and Individual Differences †¢ Personal orientation †¢ Cognitive orientation – Ideologies about power †¢ Motivational orientation – Specific motives to use power †¢ Disposition and skills – Orientation t o cooperation/competition †¢ Moral orientation – Philosophical orientation to power use -127 Power Based on Position in an Organization Two major sources of power in an organization: †¢ Legitimate power which is grounded in the title, duties, and responsibilities of a job description and â€Å"level† within an organization hierarchy †¢ Power based on the control of resources associated with that position 4-128 Power Based on Position in an Organization Two major sources of power in an organization: †¢ Legitimate power is derived from occupying a particular job, office, or position in an organizational hierarchy – Power resides in the title and responsibilities of the job itself and the â€Å"legitimacy† of the office holder Legitimate power is the foundation of our social structure and may be acquired by birth, election or appointment or promotion 4-129 Power Based on Resource Control †¢ People who control resources have the capac ity to give them to someone who will do what they want, and withhold them (or take them away) from someone who doesn’t do what they want. 4-130 Power Based on Resource Control †¢ Some of the most important resources: – – – – – – – Money Supplies Human capital Time Equipment Critical services Interpersonal support 4-131 Power Based on Relationships †¢ Goal interdependence – How parties view their goals †¢ Referent power Based on an appeal to common experiences, common past, common fate, or membership in the same groups. †¢ Networks – Power is derived from whatever flows through that particular location in the structure (usually information and resources) 4-132 An Organization Hierarchy 4-133 An Organizational Network Isolated Dyad Star Gatekeeper Liaison External Environment Linking Pin Isolate 4-134 Power Based on Relationships †¢ Key aspects of networks: – Tie strength †¢ An i ndication of the strength or quality of relationships with others – Tie content †¢ The resource that passes along the tie with the other person – Network structure The overall set of relationships within a social system 4-135 Power Based on Relationships Aspects of network structure that determine power include: †¢ †¢ †¢ †¢ †¢ Centrality Criticality and relevance Flexibility Visibility Membership in a coalition 4-136 Contextual Sources of Power Power is based in the context, situation or environment in which negotiations take place. †¢ BATNAs – An alternative deal that a negotiator might pursue if she or he does not come to agreement with the current other party †¢ Culture – Often contains implicit â€Å"rules† about use of power †¢ Agents, constituencies and external audiences All these parties can become actively involved in pressuring others 4-137 Dealing with Others Who Have More Power †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Never do an all-or-nothing deal Make the other party smaller Make yourself bigger Build momentum through doing deals in sequence Use the power of competition to leverage power Constrain yourself Good information is always a source of power Ask many questions to gain more information Do what you can to manage the process CHAPTER EIGHT Ethics in Negotiation 4-139 What Do We Mean by Ethics and Why Do They Matter in Negotiation? Ethics: †¢ Are broadly applied social standards for what is right r wrong in a particular situation, or a process for setting those standards †¢ Grow out of particular philosophies which – Define the nature of the world in which we live – Prescribe rules for living together 4-140 Resolving Moral Problems 4-141 Questions of Ethical Conduct that Arise in Negotiation †¢ Using ethically ambiguous tactics: It’s (mostly) all about the truth †¢ Identifying ethically ambig uous tactics and attitudes toward their use – What ethically ambiguous tactics are there? – Is it all right to use ethically ambiguous tactics? 4-142 Questions of Ethical Conduct that Arise in Negotiation †¢ Deception by omission versus commission