Alternating Removals

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Del curso dictado por Yale University

Introduction to Negotiation: A Strategic Playbook for Becoming a Principled and Persuasive Negotiator

1229 calificaciones

Yale University

Introduction to Negotiation: A Strategic Playbook for Becoming a Principled and Persuasive Negotiator

1229 calificaciones

This course will help you be a better negotiator. Unlike many negotiation courses, we develop a framework for analyzing and shaping negotiations. This framework will allow you to make principled arguments that persuade others. It will allow you to see beneath the surface of apparent conflicts to uncover the underlying interests. You will leave the course better able to predict, interpret, and shape the behavior of those you face in competitive situations. In this course, you will have several opportunities to negotiate with other students using case studies based on common situations in business and in life. You can get feedback on your performance and compare what you did to how others approached the same scenario. The cases also provide a setting to discuss a wide-ranging set of topics including preparing for a negotiation, making ultimatums, avoiding regret, expanding the pie, and dealing with someone who has a very different perspective on the world. Advanced topics include negotiating when you have no power, negotiating over email, and the role of gender differences in negotiation. To close out the course, we will hear insights from three negotiation experts: Linda Babcock, Herb Cohen, and John McCall MacBain. Enjoy.

De la lección

Zincit Case

The Zincit case provides an opportunity to discuss a wide-ranging set of topics including how to prepare for a negotiation, making ultimatums, alternating removals, avoiding regret, expanding the pie, and dealing with someone who has a very different perspective on the world.

About the Videos1:02

Beating by $1 / Failed Ultimatum3:38

Going Around in Circles5:11

Alternating Removals2:03

What Have You Given Me?1:17

Don't Fight Fire with Fire4:40

Conoce a los instructores

Barry Nalebuff
Milton Steinbach Professor
Yale School of Management

In practice, how do many negotiators make decisions between a, b, c, d and e?

Well, a common tactic is this idea of I'll get rid of this if you get rid of that.

So I'll take a off the table if you take e off the table.

And here's an example where we see people playing this game.

>> We need to make sure we can come to a conclusion.

>> Yeah, and so I mean, based on what we already discussed we just go ahead and

keep moving forward [CROSSTALK] [INAUDIBLE].

>> Right, finally, because I don't really feel like you're listening to my side.

>> Oh, I hear exactly what you're saying [INAUDIBLE]

>> I think we need to negotiate this

a little bit more.

>> That's exactly what we're here to do, to negotiate.

>> Right, I don't think- >> Let's work to get something off

the table here.

Let's make some progress and get to- >> Sounds like d is off the table.

D's off the table.

>> No, d is not off the table.

>> We've already discussed, we both discussed that d doesn't work well for

either of us so we should just try to- >> D may not be very good for you, but

it actually works really well for me.

>> No. >> So I propose if you wanna cut something

we take d off if we can also take a off.

>> No. No, no, no, no, no, absolutely not.

>> I think we both need to make a compromise.

>> A stays on the table.

A stays on the table.

>> A can't stay on the table if you want- >> I think we should compromise and

let d be off the table [CROSSTALK] [INAUDIBLE].

>> This is what I'm talking about,

you're not listening to how this is a disadvantage [CROSSTALK] for me.

>> No, no, no.

I hear what you're saying, and I'm saying we're not gonna do it.

We're not gonna go that way.

We're gonna take d off the table.

We'll leave a there.

>> No, a, okay, I don't think you really understand.

I will not compromise on d unless you make a compromise on a.

And that will leave us- >> You can reconsider cuz we're

not gonna do that.

>> I think we can do that, I think we can do that.

>> That's fabulous.

Thank you.

Finally we have someone who is willing to make some compromises for

the better of this negotiation.

>> Right, and I just want to say, my lawyer still represents me,

so negotiating has to go through him, all right?

>> Totally understandable.

>> Okay.

>> Totally understandable.

So let's do, okay, I think we're down to b, c and e then.

[CROSSTALK] >> I think we should take a smoke break.

You wanna take a smoke break, yeah?

>> I don't smoke. >> I think we need- [CROSSTALK]

>> Coffee break?

Would you like to take a coffee break?

>> I'm actually more of a tea guy, so.

>> One of the things I hope you appreciate, having seen this is,

there's nothing to justify this idea that

I'll take a off the table if you take d off the table.

In fact if somebody says to me you have to give something up to put a off the table,

I'd say wait a second.

You know, we never were gonna pick a anyway.

And so I don't know why you're asking me to give something up

that you wouldn't have picked in the first place.

The other argument, in my view,

against this alternating removal, is that if you know you're gonna play this game,

then what somebody's gonna do to do you is they'll add f, g, h, i, j, k, l, m, n, o,

p of terrible options, from your perspective.

And somehow they'll be seen fair, they've gotten rid of l, m, n, o, p.

But actually, they just were disastrous to you.

And so you'll end up somehow in the middle of this set of

offers that have been put on the table.

But that doesn't mean there's anything particularly fair about it.

And so because of those two reasons, I'm not persuaded that eliminating

opportunities, I'll get rid of this if you get rid of that, makes sense at all.

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