RELATIONSHIPS IN NEGOTIATION
Up to this point, we have described the negotiation process as though it occurred between two parties who had no prior relationship or knowledge of each other, came together to do deal, and had no relationship once the deal was done. This is clearly not the way many actual negotiations unfold. Negotiations occur in a rich and complex social context that has a significant impact on how the process evolves. One major way that context affects negotiation is that people are in relationships that have a past, a present, and future.However, our focus will be on the ways these past and the future relationships impact present negotiations.furthermore, we know that negotiation is a discussion intended to produce an agreement relationship is “the meaning assigned by two or more individuals to their connectedness or coexistence.
KEY ELEMENTS IN MANAGING NEGOTIATIONS WITHIN RELATIONSHIPS
Reputation, trust, and justice are the three elements that become more critical and pronounced when they occur within a relationship negotiation.Thus, we will discuss how the effects of these elements become intensified in negotiations within relationships.
REPUTATION:
Your reputation is how other people remember their past experience with you. Reputation is the legacy that negotiators leave behind after a negotiation encounter with another party.” A reputation is a perpetual identity, reflective of the combination of salient personal characteristics and accomplishments, demonstrated behaviour and intended images preserved over time, as observed directly and/or as reported from secondary source.
TRUST:
Many of the scholars who have written about relationships have identified trust as central to any relationship. Daniel McAllister defined the word trust as an individual’s belief in and willingness to act on the words, actions and decisions of another.1 There are three things that contribute to the level of trust one negotiator may have for another: the individual’s chronic disposition toward trust (i.e. individual differences in personality that make some people more trusting than others); situation factors (e.g., the opportunity for the parties to communicate with each other adequately); and the history of the relationship between the parties.
JUSTICE:
The third major issue in relationship is the question of what is fair or just.Again, justice has been a major issue in the organizational sciences; individuals in organizations often debate whether their pay is fair, whether they are being fairly treated, or whether the organization might be maltreating some group of people. Justice can take several forms: and these include,
Distributive justice.
Procedural justice.
Interactional justice.
Finally, systemic justice.
RELATIONSHIPS AMONG REPUTATION, TRUST, AND JUSTICE
Not only are various forms of justice interrelated, but reputation, trust, and justice all interact in shaping expectations of the other’s behaviour. For example, when one party feels the other has acted fairly in the past or will act fairly in the future, he or she is more likely to trust the other. We would also predict that acting fairly leads to being trusted and also enhances a positive reputation. Conversely, when parties are unfairly treated, they often become angry and retaliate against either the injustice itself or those who are seen as having caused it. Unfair treatment is likely to lead to distrust and a bad reputation.6 trust, justice, and reputation are all central to relationship negotiations and feed each other; we cannot understand negotiation within complex relationships without prominently considering how we judge the other (and ourselves) on these dimensions.
Endnote
1. Daniel McAllister.1998.
2. Roy J.Lewicki, .Bruce Barry, David M.Saunders, .Essentials of Negotiation
Up to this point, we have described the negotiation process as though it occurred between two parties who had no prior relationship or knowledge of each other, came together to do deal, and had no relationship once the deal was done. This is clearly not the way many actual negotiations unfold. Negotiations occur in a rich and complex social context that has a significant impact on how the process evolves. One major way that context affects negotiation is that people are in relationships that have a past, a present, and future.However, our focus will be on the ways these past and the future relationships impact present negotiations.furthermore, we know that negotiation is a discussion intended to produce an agreement relationship is “the meaning assigned by two or more individuals to their connectedness or coexistence.
KEY ELEMENTS IN MANAGING NEGOTIATIONS WITHIN RELATIONSHIPS
Reputation, trust, and justice are the three elements that become more critical and pronounced when they occur within a relationship negotiation.Thus, we will discuss how the effects of these elements become intensified in negotiations within relationships.
REPUTATION:
Your reputation is how other people remember their past experience with you. Reputation is the legacy that negotiators leave behind after a negotiation encounter with another party.” A reputation is a perpetual identity, reflective of the combination of salient personal characteristics and accomplishments, demonstrated behaviour and intended images preserved over time, as observed directly and/or as reported from secondary source.
TRUST:
Many of the scholars who have written about relationships have identified trust as central to any relationship. Daniel McAllister defined the word trust as an individual’s belief in and willingness to act on the words, actions and decisions of another.1 There are three things that contribute to the level of trust one negotiator may have for another: the individual’s chronic disposition toward trust (i.e. individual differences in personality that make some people more trusting than others); situation factors (e.g., the opportunity for the parties to communicate with each other adequately); and the history of the relationship between the parties.
JUSTICE:
The third major issue in relationship is the question of what is fair or just.Again, justice has been a major issue in the organizational sciences; individuals in organizations often debate whether their pay is fair, whether they are being fairly treated, or whether the organization might be maltreating some group of people. Justice can take several forms: and these include,
Distributive justice.
Procedural justice.
Interactional justice.
Finally, systemic justice.
RELATIONSHIPS AMONG REPUTATION, TRUST, AND JUSTICE
Not only are various forms of justice interrelated, but reputation, trust, and justice all interact in shaping expectations of the other’s behaviour. For example, when one party feels the other has acted fairly in the past or will act fairly in the future, he or she is more likely to trust the other. We would also predict that acting fairly leads to being trusted and also enhances a positive reputation. Conversely, when parties are unfairly treated, they often become angry and retaliate against either the injustice itself or those who are seen as having caused it. Unfair treatment is likely to lead to distrust and a bad reputation.6 trust, justice, and reputation are all central to relationship negotiations and feed each other; we cannot understand negotiation within complex relationships without prominently considering how we judge the other (and ourselves) on these dimensions.
Endnote
1. Daniel McAllister.1998.
2. Roy J.Lewicki, .Bruce Barry, David M.Saunders, .Essentials of Negotiation
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