In this video I want to talk to you
about
assessing social context when developing
a negotiation strategy.
We've identified negotiation strategies
including orientation
objectives and tactics. Orientation being
your disposition
tactics being the things you do to
achieve your objectives. Your objectives
being the the way you're trying to
affect the counterparty
or the the context of the situation.
So as to ultimately achieve your
ultimate goals okay.
Now with that being said before you can
jump into planning those various aspects
of
of a negotiation strategy you need to
have a certain
amount of information okay now we've
identified the things that you need to
assess as being yourself the
counterparty
the context of the negotiation and now
we want to talk to you about the fourth
and last
aspect the social factors or the social
context of the negotiation
and what does that mean what are the
social aspects. Well to start with
people uh are not um
despite what um economists believe are
not
entirely or many uh economists
would believe are not entirely rational
actors
okay we are heavily influenced by
outside factors right some of those
being
social factors such as customs okay
how is this normally done and it is our
disposition that this is how it should
be done because this is normally done
our habits right um if we have a
tendency towards something right this is
what we
we we normally do like or we have done
in the past
type scenario right or we tend to act in
a certain way that's that's a habit and
it can influence the negotiation process
um the situations at play or the
situations to which we've
been exposed in the past all right that
can again
create some level of of mental element
there
that influences us in the negotiation
culture
and norms culture and norms. Culture is
loaded with various ways for doing
things some perceptions about
what is right and wrong whether it's
just and fair what is okay what isn't
that type of thing right so those again
have to be considered.
Religious doctrine is probably one of
the
greatest drivers in terms of our
perception of things
whether we believe that lying is
bad or or not depending on the nature of
the lie
whether um harming someone to help
someone else who needs it more
is a bad thing right religious doctrine
um
influences so much of our core
understanding of values
what we see is moral or unmoral and and
allows us to draw up our own ethical
code right so
again that can affect the social context
of the situation because we often
project
what we believe onto the other side. Laws
absolutely laws will uh guide
what you can and can't do in the
scenario we tend to avoid things that
are
prohibited under the law or and see what
is not prohibited
as being the boundary of what is okay
oftentimes right
of course again that is um tempered by
what we see as ethical or moral
um and then uh political pressures right
or pressures from third parties in the
outside
okay and some of those pressures come
from the job environment from our
social and from just our familial
environment our
social friends that type of things which
brings us to the next element,
what relationships are at stake in the
negotiation are you
negotiating with someone that you have
some level of relationship with familial
friendship
work relationship some other tie to the
person
right that will affect the context of
the negotiation so again
assessing that understanding the nature
um intensity depth of the relationship
that type of thing. And then lastly, are
you negotiating
collectively with others as a group as
part of a team
or do you have coalitions with others
outside as part of the negotiation
process
because then you have to take in the
interests of others right so your
interests have to be melded together to
come up with
one specific agenda or objective for
what you're
how you're going to pursue the interest
in the negotiation what are going to be
the parameters and contexts in in which
you're negotiating
right and we have specific uh
series on both relationships and groups
coalitions and teams in this series
but it's important to at least
understand and assess
those upfront when developing your
strategy.