Ch. 3 Strategy and Tactics of Integrative Negotiation – Flashcards

• 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

• Honesty and Integrity—trust must be established • Abundance mentality—look to enlarge the pie, not just claim their part • Maturity—courage to stand up for your issues and still value the other parties issues • Systems orientation—look at the big picture not just sub optimizing components • Superior listening skills

• Create a free flow of information • Attempt to understand the other negotiator's 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

• Identify and define the problem • Understand the problem fully • identify interests and needs on both sides • Generate alternative solutions • Evaluate and select among alternatives

• 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

• Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator • Substantive interests relate to key issues in the negotiation (tangible or intangible) • Process interests are related to the way the dispute is settled (distributive vs. integrative) • 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

• There is almost always more than one • Parties can have different interests at stake • Often stem from deeply rooted human needs or values • Can change • Numerous ways to surface interests • Surfacing interests is not always easy or to one's best advantage

• Position Accommodation—parties receive a portion of their initial demand • Position achievement—parties get exactly what they want in their initial demand • Interest achievement—underlying interests are completely met • Interest substitution—interests may have to be modified or changed

• Invent options by redefining the problem set • Generate options to the problem as a given

• Compromise • Logroll • Modifying the Resource Pie • Expand the Pie • Find a Bridge Solution • Cut the cost for compliance • Nonspecific Compensation • Superordination

(position accommodation) not good integrative strategy unless both parties are entrenched in their own position

(position accommodation) parties find more than one issue in conflict and prioritize them. The parties then trade getting their most preferred outcome

(Position Achievement)—add new services

(Position Achievement) add more resources

Interest Achievement) parties are able to invent new options that meet all their respective needs so a bridge is created

(interest achievement) minimize the other parties cost for agreeing

(Interest Substitution) allow one party to obtain his objectives and accommodate the other party for accommodating his interests

(Interest substitution) differences in conflict are replaced by other interests

• Rules for Brainstorming • Avoid judging or evaluating solutions • Separate the people from the problems • Be exhaustive in the brainstorming process • Ask outsiders

• Narrow the range of solution options • Evaluate solutions on: • Quality, Objective standards, and 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 • 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 (don't want to lock in to specific language until agreement is near

• Some common objective or goal • Faith in one's own problem-solving ability • A belief in the validity of one's own position and the other's perspective • The motivation and commitment to work together

• Common goal—one that all parties share equally and they do not benefit unless they work together • Shared goal—both parties work toward but each benefit differently • Joint goal—individuals with different personal goals agree to combine them in a collective effort

• Trust • Clear and accurate communication • An understanding of the dynamics of integrative negotiation

• Share information and encourage reciprocity • Negotiate multiple issues simultaneously • Make multiple offers at the same time