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Ethical Double-Teaming in Negotiation

This presentation by Dr. John D. Blair explores the concept of "Ethical Double-Teaming" in negotiation and conflict management. It covers effective roles for both the lead negotiator and second negotiator, emphasizing how to enhance negotiation power through collaboration. Key strategies include understanding body language, sharing core strategies, and knowing when to interrupt or add content. Ideal for both formal and informal negotiations, this approach fosters better communication and deeper understanding among parties, leading to more successful outcomes.

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Ethical Double-Teaming in Negotiation

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  1. Ethical Double-Teaming in Negotiation Negotiation and Conflict Management PowerPoint 8 John D. Blair, PhD Georgie G. & William B. Snyder Professor in Management

  2. “Ethical Double Teaming”—Effective Process and Power Tactic • When To Use • During formal but known negotiations • During informal but known negotiations • Also use during key formal meetings • Also use during key informal meetings • Double Team Roles • Lead Negotiator or Talker • Knowledgeable and Credible Second • Done well, increases Lead’s power

  3. Double Teaming—Different Roles • Lead Negotiator or Talker • Focus on whomever is talking • Provide articulate responses or questions • Second Negotiator or Talker • Focus on whomever is not talking • Watch body language: • Not understand? • Hostile or defensive? • Shows agreement?

  4. Double Teaming— Lead Role Continued • Share core strategy and tactics • Desired outcome priorities • Acceptable alternative outcomes • Unacceptable alternative outcomes • Contingency plans • Develop decision rules for Second to act • Train Second prior to negotiations • What to watch for • Who to watch for • When to interrupt • When to add content

  5. Double Teaming—Second Role Continued • Interrupt to: • Add clarification when someone has not understood • Alert lead when someone wants to say something but is not noticed by Lead • Add content when: • Lead has missed or forgotten something that needs to be said • Lead has been asked something that Second knows more about • New idea—consistent with strategy and tactics—has occurred to Second but not Lead

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