NCOA 2.0 Questions & Answers

What are the two major categories of trust? - ANSWER Trust in a Person and Trust in a Process Trust in a Person - ANSWER This type of trust is established between two people and is interpersonal in nature. This trust stands alone and it is not reliant on any institution or third-party. This trust can be assumed or it can be earned through proving oneself to be trustworthy in actions and in words. Trust in a Process - ANSWER This type of trust exists when you have faith in a governing institution and believe that it supports your negotiations. You trust the processes will promote outcomes that are justified (fair and impartial),, legal, ethically acceptable, and also satisfy the interests (What you need, or the underlying reason behind your position) of both negotiators. TIPO Model - Information - ANSWER When you trust your opposite (the person or group with whom you are engaged in negotiations, sometimes called the negotiation partner), you believe the information they present is truthful and accurate. As a result, you should feel more comfortable sharing information which can lead to better discussions, more effective brainstorming sessions, and a shared selection of options that are good for all involved. TIPO Model - Power - ANSWER In a negotiation, you can apply "power over" or "power with" your opposite. Power over is used to gain an advantage, such as pulling rank. Power with improves the opportunity for a mutually satisfying outcome for all negotiators involved. Position Powers - ANSWER Provide you the authority to make decisions, requests and issue lawful orders based on your position Coercive - ANSWER Deals with the leaders perceived ability to provide sanctions, punishment, or consequences for not performing. Reward - ANSWER Deals with the leaders perceived ability to provide rewards and incentives that people like. Definition of Negotiation - ANSWER a communication process involving two or more people/groups where: -the parties have a degree of difference in positions, interests, goals, values or beliefs -the parties strive to reach an agreement on issues or course of action TIPO Model - Trust Information, Power, Options - ANSWER identifies how trust influences your use of information and power affects the way you develop options or solutions to solve or resolve a current problem, conflict, or situation. Two major types of trust - ANSWER Trust in a process, trust in a person Position Powers: Coersive - ANSWER Deals with the leader's perceived ability to provide sanctions, punishment, or consequences for not performing. Position Powers: Reward - ANSWER Deals with the leader's perceived ability to provide rewards and incentives that people like. Position Powers: Connections - ANSWER This power pertains to who you know. This can erode if you use it as a primary source of influence. Position Powers: Legitimate - ANSWER This is based on one's rank, position, or level of authority. Although you may be able to use this "power over" your opposite, consider the relationship and only use this power when your intentions are legal, ethical, and appropriate. Personal Powers: Referent (Charisma) - ANSWER This power affords the opportunity to encourage, motivate, and inspire others. Personal Powers: Information - ANSWER Access to secure data systems, leadership meetings, briefings, even gossip, increases your information power base. Some tend to withhold information from others so they maintain the advantage and the informational "higher hand." Personal Powers: Expert - ANSWER It suggests that you gain power and the ability to influence through your education, experience, and job knowledge. How you use and share this power base can improve or reduce trust, and ultimately influence the outcome of your negotiations. Option Building Includes Two Elements: - ANSWER 1. Define the problem that needs solving 2. Identify possible resources (information, power, time, people, money, etc.) that may be available. The Who, Stakes, and Situation - ANSWER Who are you dealing with? What are the stakes? What is the situation? Negotiations Strategy Chart: Task Orientation - ANSWER this approach places more importance on reaching an outcome, solution, or resolution. High task orientation means we are very motivated to resolve a problem or respond to a critical situation. On the other hand, low task orientation means we do not wish to (or need to) resolve the situation at this time. Negotiations Strategy Chart: People Orientation - ANSWER This approach centers on the relationship that exists between the individuals or groups involved. In some situations, developing or maintaining the relationship is more important than the task at hand. Negotiations Strategy Chart: Comply Strategy ("We will do it your way") - ANSWER This strategy reflects a low interest in task orientation and a high interest in people orientation. The negotiator is concerned with establishing, preserving, or improving his/her reputation or relationship. Use this passive strategy when the preservation of the relationship between you and the other party is more important than the task. NSC: Evade Strategy ("Not now, maybe later?") - ANSWER The evade strategy reflects a low interest in people-orientation or task orientation. The negotiator seeks to avoid engagement or negotiations. NSC: Insist Strategy ("My way or the highway.") - ANSWER This strategy reflects a low interest in people-orientation and a high interest in task orientation. Use this assertive "winner-takes-all" task-oriented style when obtaining your objective is paramount, regardless of the cost to the opposite's interests or to the relationship. Settle Strategy ("Let's split the difference and call it a day.") - ANSWER This option is used when task and people orientation are similar or equal and there is a desire to develop a compromising solution. Use this style when there is little chance of getting everything you want but a solution is necessary. Cooperative Negotiation Strategy (CNS) - ANSWER The CNS reflects a high interest in people and task orientation. This strategy depends heavily on each party's collaborative efforts and desire to achieve a mutually satisfactory outcome. When we cooperate with others, we generate options that are valued by all parties and the solutions are usually better than what we could have created on our own. When applying the CNS, you trade positions (what you want) for interests (why you want it) and find complementary differences and similarities that can help everyone move toward a mutually satisfying agreement. Additionally, it allows you to choose negotiation strategies that may guide your actions to settle, insist, comply, or evade. 5-Step CNS Process - Planning - ANSWER Planning Step 1: Positions - Think about "what you want" and estimate what you think your counterpart's position may be. Step 2: Interest - Assess the position..."Why do you think the position from step one is the one you need?" and estimate why you think your counterpart desires his/her position. Step 3: BATNA (Best Alternative to a Negotiated Agreement ) - Determine your BATNA and what motivates you to engage in negotiations and estimate your counterpart's BATNA. 5-Step CNS Process - Execution - ANSWER Execution Step 4: Brainstorming - Suspend judgment and develop a list of ideas and/or option proposals. Note: set ground rules that this is only brainstorming and no party is committed to any option put forward. If you cannot come to any kind of agreement in this step, then you may need to go back and start again with positions. Step 5: Solution - In this final step, the best idea from all of those presented is selected by all negotiating parties. CNS rests on a skill set that includes open communications, active listening, and critical thinking. These skills are needed for parties to understand perceptions of events, priorities, concerns, fears, and any other piece of information that helps in the search for viable solutions Readiness and Ripeness - ANSWER Choosing the most appropriate time to initiate a negotiation can swing the outcome in your favor. Readiness - ANSWER The capacity of parties to decide it is in their best interest to negotiate an agreement rather than continue a dispute. Even when both parties decide to negotiate, failure to deal sensitively with each other can jeopardize negotiations. When preparing to negotiate, use these questions to examine your readiness: Are these issues negotiable? Am I willing to make compromises and give some things up? Do I want to resolve these issues equitably? Am I willing to work to keep the channels of communication open? Ripeness - ANSWER After determining whether you are ready for negotiation, use these questions to test whether the situation is ripe for negotiation: Are all the parties interested in negotiation? If not, why is one or more of the parties reluctant? Do all parties know their alternatives to a negotiated settlement? Are the issues negotiable? Distributive - ANSWER negotiations are usually over a single-issue and considered win-lose. This category assumes resources are limited and this approach to negotiating could be used when attempting to divide, divvy, or distribute something. Conflict is almost inevitable, and competition rather than cooperation will likely guide the negotiations. Good Cop/Bad Cop - ANSWER While working as a team, one opposite is sympathetic to your interests and position, while another is aggressive and insists on their aspiration point. Highball/Lowball - ANSWER The other side sets a very high demand (a statement of terms with no room for adjustment. This position embodies the most precise use of a "take it or leave it" option) and then offers a concession, and you feel obligated to respond with a concession. This sets you up to feel you are getting a fair deal since the other negotiator will likely say something like "let's split the difference" from an overly high price. Exploding Offer - ANSWER This offer is only good for 24 hours, or while supplies last. Lying - ANSWER Always avoid dealing with someone who is not bargaining in good faith - you should evade. What does it take to rebuild trust when you've been lied to? Even when dealing with this tactic, it's important for you to remain truthful. Intimidation/Aggressive Behavior - ANSWER Attempting to force the other negotiator to agree by means of emotional ploy, this tactic usually uses anger or fear. Nibble - ANSWER You are about to sign, and then the opposite demands a little something extra at the end to close the deal. This person measures success by winning, by beating the other person, and by getting what they wanted. Snow Job - ANSWER This tactic aims to overwhelm you with too many details; one person can only absorb so much. It becomes extremely difficult to determine what is real, important, or a distraction. Integrative - ANSWER The integrative category doesn't see resources as necessarily fixed and should be approached as a win-win situation. Integrative negotiations still acknowledge that resources must be distributed (there is value to claim at some point in any negotiation). Conflict is not seen as inevitable; there is the possibility for mutually beneficial, "value-creating", cooperation. Systems Thinking - ANSWER a discipline of seeing the "whole." It's about recognizing patterns and interrelationships while learning how to structure more effective, efficient decisions. The two systems of thinking include: System 1 (S1) - Reactive Thinking, and System 2 (S2) - Reflective Thinking. System 1 Thinking (S1) - ANSWER is a vital decision-making tool that operates in the background of your mind. It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments. System 2 Thinking (S2) - ANSWER reflective thinking, is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration. Adaptive Thinking - ANSWER the cognitive behavior one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity (e.g. military operations, emergencies). Repetition - ANSWER Task performance occurs repetitively rather than at its naturally occurring frequency. A goal of deliberate practice is to develop habits that operate expertly and automatically. If appropriate situations occur relatively infrequently or are widely spaced apart while performing "as you fight" they will not become readily habitual. Focused feedback - ANSWER Task performance is evaluated by the coach or learner during the performance. There is a focus on the critical parts of how one does the task and constructive criticism is provided at regular intervals. Immediacy - ANSWER After feedback is provided on task performance, there is an immediate repetition so the task can be performed more in accordance with expert norms. Focus on weaknesses - ANSWER Deliberate practice can be tailored to the individual and focused on areas of weakness. During "train as you fight" performances the individual will avoid situations in which he knows he is weak, and rightly so as there is a desire to do one's best. Efficiency Innovation - ANSWER This type of innovation focuses on identifying new ideas for improving what already exists. This approach requires minimal investment since the team is building on the past and only looking for small changes to what is currently being done. Evolutionary Innovation - ANSWER This type of innovation focuses on identifying ideas that represent something "distinctly new and improved." Revolutionary Innovation - ANSWER This type of innovation focuses on radically new and better ideas that may dismantle the existing structure of the organization. Affective Commitment - ANSWER it means they want to stay at their organization. They typically identify with the organizational goals, feel they fit into the organization, and are satisfied with their work. Continuance Commitment - ANSWER The underlying reason Air and Space