BREAKTHROUGH BARGAINING KOLB PDF
Editors’ Note: In her well-known book on The Shadow Negotiation, Kolb focused .. 4 See Deborah M. Kolb & Judith Williams, Breakthrough Bargaining, in a dynamic we have come to call the “shadow negotiation” – the complex and “Breakthrough Bargaining,” by Deborah M. Kolb and Judith Williams, which. Breakthrough Bargaining. RM By Deborah M. Kolb and Judith Williams. Power moves; Process Breakthrough Bargaining. Negotiation.
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Second, it fails to recognize that gender is breakthgough arrayed in society, and so to focus on difference is to accept a false symmetry in which the masculine emerges as the standard and the woman as the other. Meta-analyses of these studies have shown only small statistically significant differences and on just two dimensions: Similarly, Lisa Barron, in her studies of salary negotiation, identifies masculine and feminine orientations that are not necessarily defined by gender.
Consider, for example, brrakthrough opportunity structure in one organization. These strategies, such as casting the status quo brdakthrough an unfavorable light, can help parties realize that they must negotiate: A third way that a gender lens illuminates negotiation dynamics centers on bargaining as a relational system.
In this approach, interdependence is negotiated rather than surfacing as a residual or byproduct of an agreement.
From this perspective, gender is continually socially constructed, produced and reproduced. Another way to conceptualize gender in negotiation is not about individuals, nor the conditions under which breaktheough becomes mobilized; but rather it focuses on gender as an organizing principle of social life.
Power moves are used when two negotiating parties hold unequal power–for instance, subordinates and bosses; new and existing employees; and people of different races, ages, or baargaining. First, the approach treats men and women as internally homogenous categories, yet we know there is considerable variability within the sexes.
Gender can also become salient because others expect that and act as if bragaining matters. Interpretive perspectives shift the focus away from essentialist characteristics of men and women to the negotiation interaction itself. Transformation also aims for negotiated settlements, but for ones that attend to relational and identity concerns in addition to substantive matters. Interpretive Perspectives on Gender Interpretive perspectives shift the focus away from essentialist characteristics of men and women to the negotiation interaction itself.
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Walters, Gender Differences in Negotiation Outcomes: These studies also illustrate that participants are susceptible to enacting negotiation in a gendered way, especially when they are primed to do so. The challenge is to understand how parties enact negotiation in a particularly gendered way. These organizational factors discipline women, as well as other marginal groups, and make gender issues salient in everyday negotiations.
The effort to identify situational triggers that make gender more or less likely to be salient in a negotiation is another area of recent scholarship. Why take Family Law Training with us? From this notion in extant theories, parties must be forced to recognize their joint dependence on each other by acknowledging that their fates are intertwined.
Documentation and Publications | CEFNE, Center for Study and Training in Business Negotiation
In a paradoxical way, the common approach to thinking about interdependence hinges on individualistic notions of dependence and independence. RWP, ; Gelfand, et al. Attending to these social processes expands the strategic repertoire necessary for effective negotiations and provides bargainers with opportunities to connect during the process. Without amending to these issues, even this contemporary work may reinforce existing sterotypes and practices. The micro-processes through which this occurs have been invisible in most of the negotiation literature.
The gender lens perspective, in contrast, asks fundamental questions about the itself, particularly the positioning of negotiators as advocates and the way that gendered assumptions permeate the bargaining process.
Although this work embraces an interactional view of gender, the research itself centers on outcomes rather than the micro processes that lead to them. Putnam, Through the Looking Glass: Working outside of the actual bargaining process, one party can suggest ideas or marshal support that can shape the agenda and influence how others view the negotiation. These strategic moves don’t guarantee that all bargainers will walk away winners, but they help to get stalled negotiations moving–out of the dark of unspoken power plays and into the light of true dialogue.
Gender in Negotiation
Deborah Kolb and Judith Williams, whose book The Shadow Negotiation was the starting point for this article, say there are three strategies businesspeople can use to guide these hidden interactions. First, the findings boil down to two points— either women are the same as men or they bargaininy different from them i. In terms of gender, this means that one party to a negotiation can delegitimize the other party through making gender or other aspects of status and identity salient to the process.
Conversely, when researchers link bargaining effectiveness to feminine traits, women surpass men in the amount gained from the negotiation. A gender lens, in contrast, presents an alternative view of interdependence and why it is important in negotiation. In this way, gender is not an individual characteristic, but both a means and an outcome of the ways parties socially construct negotiation.
This type of asymmetry has created double binds for women in other research arenas. Kolb, Staying in the Game or Changing It: Second, interdependence involves change and learning through a stance of curiosity that recognizes that dialogue and mutual inquiry are necessary, even in negotiation, to understand and appreciate breakthroug other person. Interdependence is created through the way negotiators connect with each other to appreciate and understand how their lives are intertwined.
Schneider and Christopher Honeyman. In the latter situation, if the women want benefits to accrue to them, they need to negotiate about this norm—an act that the men generally do not have to do. In essence, the guidelines for mutual gains kolg on interests, identifying priorities, trading across differences—aim to promote interdependence. Rather than viewing it as a give and take or as a finite problem-solving process, negotiation can change the very definition of a dispute.
Interpretive perspectives emphasize the fluidity, flexibility, and variability of gender-related behaviors. For women to achieve high joint gains, in this case profit, they need to be primed to pay more attention to their own needs.