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CHAPTER THREE Strategy And Tactics of Integrative Negotiation
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2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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What Makes Integrative Negotiation Different?
Focus on commonalties rather than differences Address needs and interests, not positions Commit to meeting the needs of all involved parties Exchange information and ideas Invent options for mutual gain Use objective criteria to set standards
McGraw-Hill/Irwin 2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Overview of the Integrative Negotiation Process
Create a free flow of information Attempt to understand the other negotiators real needs and objectives Emphasize the commonalties between the parties and minimize the differences Search for solutions that meet the goals and objectives of both sides
McGraw-Hill/Irwin 2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Key Steps in the Integrative Negotiation Process
Identify and define the problem Understand the problem fully
identify interests and needs on both sides
Generate alternative solutions Evaluate and select among alternatives
McGraw-Hill/Irwin
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Claiming and Creating Value
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2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Identify and Define the Problem
Define the problem in a way that is mutually acceptable to both sides State the problem with an eye toward practicality and comprehensiveness State the problem as a goal and identify the obstacles in attaining this goal Depersonalize the problem Separate the problem definition from the search for solutions
McGraw-Hill/Irwin 2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Understand the Problem Fully Identify Interests and Needs
Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator
Substantive interests relate to key issues in the negotiation Process interests are related to the way the dispute is settled Relationship interests indicate that one or both parties value their relationship Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties
McGraw-Hill/Irwin 2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Generate Alternative Solutions
Invent options by redefining the problem set:
Expand the pie Logroll Use nonspecific compensation Cut the costs for compliance Find a bridge solution
Generate options to the problem as a given:
Brainstorming Electronic brainstorming Surveys
McGraw-Hill/Irwin 2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Evaluate and Select Alternatives
Narrow the range of solution options Evaluate solutions on:
Quality Objective standards Acceptability
Agree to evaluation criteria in advance Be willing to justify personal preferences Be alert to the influence of intangibles in selecting options Use subgroups to evaluate complex options
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Evaluate and Select Alternatives
Take time to cool off Explore different ways to logroll Exploit differences in expectations and risk/ time preferences Keep decisions tentative and conditional until a final proposal is complete Minimize formality, record keeping until final agreements are closed
McGraw-Hill/Irwin 2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Factors That Facilitate Successful Integrative Negotiation
Some common objective or goal Faith in ones own problem-solving ability A belief in the validity of ones own position and the others perspective The motivation and commitment to work together
McGraw-Hill/Irwin
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
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Factors That Facilitate Successful Integrative Negotiation
Trust Clear and accurate communication An understanding of the dynamics of integrative negotiation
McGraw-Hill/Irwin
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
