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Expertise

Expertise. “What true expertise require?”. Expert vs Novices Experience is everything?. “Two extremely different views from World Famous Wine magazines about one type of Wine” “Different recommendations from five dentist for one specific dental case”

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Expertise

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  1. Expertise “What true expertise require?”

  2. Expert vs NovicesExperience is everything? “Two extremely different views from World Famous Wine magazines about one type of Wine” “Different recommendations from five dentist for one specific dental case” “Wide variation on the tax final computation from fifty professional tax prepares, for one specific hypothetical case”

  3. Expert vs NovicesWhat about novices? • People who’ve gotten great deals, not because of specific expertise, but just because they happened to be in the right place at the right time • Question: Where should we rely our negotiation skill, expertise or novices? • Question: What is our correct goal as a professional negotiator?

  4. High Quality Decisions • Negotiator should rely their goal on to develop the ability to make better negotiated decisions most of the time • Is there any improvement on the decision - results quality? • Ways of high quality outcomes • Learn effective pattern of behavior for a particular situation, without being able to generalize this knowledge to related situations • Negotiate rationally by selecting strategies that are appropriate to the goals, opponents, other unique situation

  5. ExperienceIt is (not) everything • “Experience is a dear teacher” – Benjamin Franklin • Experience is an expensive teacher not best teacher • Typically limited to certain situations • Does not prepare subject to adapt to new situations • Psychological approach: heuristically thinking

  6. ExperienceIt is (not) everything • Difficulties in the learning process • Outcomes are often delayed, not easily attributable to particular information • Less reliability on the increase of variability • Depends on the personal psychological mechanism “The ear hear what the ear wants to hear”

  7. Turning Experience into ExpertiseConceptual framework of negotiation • Combination between experience with rational thinking • Discern negotiation most important aspects • Why they are important? • What strategies will be most effective to resolve the dispute and outcome maximization • Adaptability • Adapts ones knowledge to a wide variety of negotiating situations

  8. Turning Experience into ExpertiseConceptual framework of negotiation • Transferability • Articulation on the experience to others • Being a good manager means to be able to teach what they to know to others

  9. Fairness, Emotion & Rationality in NegotiationHow these factors act individually and collective in influencing decision

  10. FairnessWhat is fair? • “Nothing is better than smaller” • It is not an objective state • Against the economically rational • Must be the same amount for both sides • Based on how much the contribution (incentives, merit-based compensation systems)

  11. FairnessWhat is fair? (The Kahneman, Knetsch & Thaler Study) THE EFFECTS OF FRAMING THE 50/50 SPLIT APPEAL FAIRNESS SOCIETY/PERSONAL RULES OF FAIRNESS SENSITIVITY LEVEL ON EQUALITY

  12. Emotion, Rationality & NegotiationBenefit of positive feelings • Positive and friendly relationship (Alice Isen psychological test) • Liking them to make us like us • Good humor • Positive emotion significantly associated with greater generosity and helpfulness • Improving view as human nature • Higher creativity for problem solving • Lessen aggressiveness and Hostility

  13. Emotion, Rationality & NegotiationImpact of Negative feelings • The collapse of negotiation • To maximize opponents displeasure rather that his own satisfaction • The nature of relationship affect the resource allocation • Equality versus maximizing own benefit

  14. Emotion, Rationality & NegotiationMatching Variables in Fairness Logic

  15. Conclusions “FAIRNESS AND EMOTIONAL CONSIDERATIONS AFFECT NEGOTIATION; REQUIRE NEGOTIATOR TO UNDERSTAND THE IMPACT OF THESE INFLUENCE ON OWN JUDGMEN AND DECISION”

  16. NEGOTIATING IN GROUPS & ORGANIZATION Group or Organization Interest?

  17. Multiple Parties Multiple InterestsSize Matters! • Every party own unique interest to be accommodated • Norms is automatically developed among group • Easier to against personal opinion than group norm • Multiple perception of fairness in Group Setting • Equity Allocation; dividing available resources based on group member’s input • Equality Allocation; equally among members • Needs Allocation • Past Practice

  18. Multiple Parties Multiple InterestsPrescriptions for Complex Negotiations • Think carefully about the distribution rule to be used in allocating resources among the parties • Most groups constructed of mixed motive (cooperative and competitive) • Build a Negotiation Matrix; deep analysis on the value of each party interest to other party and to Organization

  19. Multiple Parties Multiple InterestsPrescriptions for Complex Negotiations • Evaluation criteria of the group negotiated agreement • Does the group expand its focus to include all viable negotiable issues in the discussion? • Does the group focus priorities and preferences among issues? • Does the group focus its efforts on problem solving? • Will the group consider unique and innovative solutions? • Is the group willing to trade off issues of high priority interest?

  20. Multiple Parties Multiple InterestsPrescriptions for Complex Negotiations • Avoid majority rule in group negotiations whenever possible • Fails to recognize the strengths of individual preferences • Harder to trade off issues and find integrative agreements based on differing preferences • Integrative strategies require group members to learn other members preferences and find ways to expand the pie of resources to accommodate them

  21. Multiple Parties Multiple InterestsThe need for Structure • Function best when operating under agenda • Keep focused • Finding effective decision in order and efficient manner • Issues are considered individually and not raised again once moved to new topic • Less beneficial for mixed motive integration because less integrative agreements • In mixed motive group better using agenda with identifying priorities, revealing individual interest, and suggesting creative approaches

  22. Conclusion TO STRUCTURE THE NEGOTIATION TO REQUIRE CONSENSUS RATHER THAN MAJORITY RULE EMPHASIZE FINDING OUTCOMES THAT ARE BENEFICIAL FOR THE GROUP AS WELL AS THE INDIVIDUAL BALANCING SHORT AND LONG TERM BENEFIT FOR ALL GROUP MEMBERS

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