resumido final - negociacion en las americas

Business agreements

Influenced not only by price, contracts, and legal terms, but also by culture, communication, trust, time orientation, and relationship-building. 

Authority

Those with ____ have more influence than those without. A negotiator may use a title, such as doctor, to show authority. There are two broad uses of authority in influence seeking.

• Based on a person’s personal expertise or credibility.

• Based on a person’s legitimate position in a social hierarchy.

The first is a “soft” influence tactic; the second is a “harsh” tactic. When dealing with authority figures, ask two questions.

• Is this authority truly an expert?

• How truthful can I expect this expert to be?

Personal relationships

Given the complexity of most close ____, it is difficult to know which dimensions might be most relevant. Reputations. This includes past experience both direct and indirect. Justice. This plays an important role in shaping relationship development. Trust. This is the most common and most important dimension.

Intercultural negotiation

Negotiation between people from different cultural backgrounds. 

Culture

Includes values, customs, traditions, language, religion, history, lifestyle, and social expectations passed from one generation to another. Shapes what power is seen as legitimate. “Power distance” is a key dimension that distinguishes it.

Culture affects

How people communicate, make decisions, solve conflicts, and define success.

Integrative negotiation

Seeks mutual benefit and is often described as “win-win.” It works best when parties discuss several variables, such as salary, schedule, benefits, deadlines, guarantees, or long-term cooperation. 

Distributive negotiation

Is more competitive and usually focuses on dividing a fixed resource, such as price. 

Accommodative negotiation

Happens when one party accepts losing or giving in, either partially or fully, to preserve the relationship or avoid conflict.

Harvard negotiation method/principled negotiation

Its main foundations are: separate the people from the problem, focus on interests rather than positions, generate options for mutual benefit, and use objective criteria to reach fair agreements. Identify what each side really needs and support your proposal with evidence, standards, market references, expert opinions, or legal frameworks.

BATNA/Best Alternative to a Negotiated Agreement

Your best option if no agreement is reached. Knowing it gives you power because it helps you decide when to accept, reject, or continue negotiating. A strong ___ increases the chance that you make the first offer, increase your outcomes , gain leverage, and claim more value.

Bargaining zone

The space where both parties’ acceptable terms overlap. 

A good negotiator identifies

The limits, alternatives, and possible concessions before closing a deal.

Preparation is essential

Before negotiating, study the counterpart, context, interests, culture, possible objections, legal environment, and your own objectives. Strong preparation includes defining your ideal outcome, acceptable outcome, walk-away point, and possible concessions. 

Best practices

Such as learning from experience, communicating clearly, being willing to walk away, and understanding the structure of the negotiation.

Negotiations in Latin America

Common tendencies such as relationship-oriented interaction, flexible use of time, importance of trust, personal connections, intuition, and sometimes haggling. However, avoid stereotypes. Use these patterns as cultural tendencies, not absolute rules. Building rapport before discussing business may be important.

Cultural dimensions frequently used to analyze negotiation

Individualism vs collectivism, power distance, masculinity vs femininity, uncertainty avoidance.

Individualism vs. collectivism

Explains whether people prioritize personal goals or group harmony. 

Collectivist societies

Relationships and group approval often matter strongly. 

Power distance

How a society handles hierarchy. 

High power-distance

Cultures concentrate decisions at the top. 

Low power-distance

Cultures distribute decision-making more broadly. 

Masculinity vs. femininity

Contrasts competitive, achievement-oriented values with nurturing, cooperative, quality-of-life values

Uncertainty avoidance

How comfortable a culture is with ambiguity

High uncertainty-avoidance

Cultures prefer rules, structure, and predictability.

Time orientation

Also important, monochronic and polychronic cultures.

Monochronic cultures

Prefer schedules, punctuality, and sequential tasks

Polychronic cultures

More comfortable with multiple activities occurring at the same time and may treat schedules more flexibly.