Analysis of Negotiation Language

We viewed these videos in class and identified negotiation tactics, body language and linguistic features, as well as power positions.

Which negotiator is stronger and why?

Start at 3:19

What tactics do you recognize in this negotiation exchange between the British Chancellor and his US counterpart?

Do you recognize negative and positive denial? Competitive and cooperative approaches?

Start at the beginning; stop at 2:09.

Writing the Opening Statement

Assignment: Opening Statement

An opening statement can help set the tone for the negotiations. The statements should contain the team’s expectations for the meetings, why they have agreed to participate in the process, and their expectations regarding their relationships.

Your assignment:

  1. Read the sample opening statements
  2. Each team member will write an opening statement
  3. It should be emailed to the instructor by Monday, Dec. 2, 6:00pm
  4. Practice delivering your opening statement

The statement should include:

  • Addressing the venue and the participants
  • Framing the context of the negotiations to support your positions, goals in the negotiation (e.g., historical context; recent events; legal instruments, treaties, frameworks, etc.)
  • Acknowledging mutual interests
  • Framing the issues to be discussed (the agenda) in support of your positions, goals in the negotiation
  • Judicious use of rhetorical devices for persuasion (i.e., not overly persuasive or emotional, but compelling)
  • Acknowledging the value of the other side
  • Setting a positive tone

Each team member will read an opening statement at the beginning of the negotiation.

Repairing Communication Breakdowns

Avoiding and Responding to Communication Breakdown

When communicating across cultures, it is easy to fall into the pitfalls of intercultural differences in how people should communicate, levels of politeness and rhetorical orientations.

communication breakdown image

 

In “An Analysis of an Intercultural Communication Breakdown,” Zhu Yunxia and Peter Thompson use the above model for analysis of intercultural issues between high-context and low-context cultures.

Cultural Differences in High- and Low-Context Cultures

  • Internalized, implicit messages; indirect (high)
  • Explicit messages; direct (low)

Rhetorical Orientations

Remember Aristotle’s orientations for persuasion? High-context cultures focus more on relationships, feelings, and social status when attempting to be persuasive. Low-context cultures focus more on logic of an argument.

High Context

  • Ethos: character, status, social conventions
  • Pathos: emotions, feelings

Low Context

  • Logos: reason and logic

Politeness Principles

What is considered polite varies from culture to culture. Cultures differ in:

  • Who is in the legitimate position to make a request, offer an invitation, etc.
  • What phrases are used, if any, to mitigate the face threat
  • Rules for making the other speaker comfortable
  • Need for harmony (high context) vs individuality (low context)

Prevention and Repair

How can we try to prevent communication breakdown, and how do we repair the situation once a breakdown has occurred?

A sampling of repair strategies:

  • Repetition
  • Paraphrase
  • Clarification requests and Confirmation checks
  • Comprehension checks

(Schegloff et al., 1977; Schegloff, 2000; Nagano, 1997; Drew, 1997).

1. Repetition. Repeat what the other person says as closely as you can recall. Be sure you have heard correctly.

2. Paraphrase. Rephrase what others say in your own words to confirm your understanding.

3. Clarify and Confirm that you have heard or understood correctly. You might define key terms. E.g., “what do we mean by takeaway?”—can save time and energy later on.

  • Going back to what you just said about … could you clarify what you mean?
  • So, correct me if I’m wrong, but did you say … 
  • I’m sorry, could you go over that again?
  • Excuse me, but I must have misunderstood what you said, do you mean that…
  • What exactly do you mean by …

4. Comprehension checks. Check with your counterparts to be sure that you understood what they said and that they understood you.

  • Does that make sense?
  • Could you explain how you understand this point?
  • Let me be sure I understand what you are saying …
  • Correct me if I’m wrong, but do you mean…

Other Hints:

Never assume. Don’t take it for granted that everyone is using terms or understanding concepts in the same way. Always double-check. 

Try not to rush. If you seem rushed and distracted while communicating with others, they may feel offended.  If you can’t avoid being rushed, provide a brief explanation about why you are busy but emphasize that they are important to you and arrange for a follow up meeting or phone call.

Encourage questions. Make your counterpart feel comfortable and safe to ask questions.  Conversely, if you are unsure or unclear about something, always ask.

Practice active listening. Back channeling is a technique in English to let your counterpart know that you are listening and understanding. However, back channeling can be interpreted as interrupting by people from high-context cultures. Eye contact is also culturally sensitive. Ask questions, invite questions, ask someone to provide a brief recap of what was said. Actively engage your mind so you really listen.  Afterwards, be ready to ask for clarification or examples if there is anything you don’t understand.

Reference: Zhu Yunxia, Peter Thompson. (2000) Invitation or sexual harassment? An analysis of an intercultural communication breakdown. M/C: A Journal of Media and Culture 3(4). <http://www.api-network.com/mc/0008/invitation.php>

Module 3 Synchronous Meetings

Week 6

  • Oct 7: No Class; Mid-Term Assessment

Week 7

  • Oct 15: Class meeting with Instructor
  • Sept 17: Mentor meeting

Week 8

  • Oct 22: Class meeting with Instructor
  • Oct 24: Mentor meeting
  • Schedule a meeting with your negotiating team

Module 1 Synchronous Meetings

Week 1

  • Aug 27: Class meeting with Instructor
  • Aug 30: Mentor meeting
  • Schedule a meeting with your topic team

Week 2

  • Sept 10: Class meeting with Instructor
  • Sept 12: Mentor meeting
  • Schedule a meeting with your negotiating team

Week 3

  • Sept 17: Class meeting with Instructor
  • Sept 19: Mentor meeting
  • Schedule a meeting with your topic team

Positional Moves Self-Recording Assignment

Sansspace Recording Assignment

Positional Moves

Before doing this assignment, be sure to do the Positional Moves in Negotiation interactive language tutorial listed in the asynchronous activities.

For each of the following Moves, choose an appropriate phrase from the Language column. You may also use a another phrase that you like that communicates the same meaning. Put the phrase into the context of our negotiation topic by adding content to it.

Record your voice saying these phrases in context.

This assignment is due at the end of Week 2. Your revisions based on instructor feedback are due at the end of Week 3.

Follow this link to Sansspace to record your positional statements. Go to Positional Moves Recording Assignment Folder for the instructions.

Grading Rubric

1=low to 5=high

30 possible points (Bonus points are possible for more than one example per move and for adding new phrases to those listed below.) 

Moves

  • Changing the topic
  • Continue to discuss issue
  • Denying relevance of an argument
  • Giving positional information
  • Making a personal insult
  • Making a promise
  • Making a threat
  • Making an offer
  • Offering a trade-off
  • Providing a rationale
  • Reject an argument
  • Seeking positional information

Language

  • That’s a good point, but…
  • What do you suggest…
  • You…[insult]
  • I can offer…since/because…
  • Unless you… we will…
  • I can offer
  • You need to check your facts…
  • Our position is that…
  • I can offer… if…
  • Let me propose…
  • If…we may have to consider…
  • Before we get to that, let’s discuss
  • If you… we will…
  • Let’s discuss this later…