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What makes integrative negotiation different? (6)

answer

- focus on commonalities 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

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What are the characteristics of Integrative Negotiators? (5)

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- honesty and integrity - abundance mentality - maturity - system orientation - superior listening skills

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Honesty and Integrity

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trust must be established

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Abundance Mentality

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look to enlarge the pie, not just claim their part

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Maturity

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courage to stand up for your issues and still value the other parties issues

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Systems Orientation

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look at the big picture not just sub-optimizing components

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Integrative Negotiation Process

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- Create a free flow of information - Attempt to understand the other negotiator's real needs and objectives - Emphasize the commonalities between the parties and minimize the differences - Search for solutions that meet the goals and objectives of both goals

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What are the key steps in the Integrative Negotiation Process? (4)

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- Identify and define the problem - Understand the problem fully - Generate alternative solutions - Evaluate and select among alternatives

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Identify and Define the Problem (5)

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(1st Key Step in Integrative Negotiation Process) - define the problem in a way that is mutually acceptable to both sides - state the problem with an eye toward practically 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

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Understand the Problem Fully

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(2nd Key Step in Integrative Negotiation Process) - identify interests and needs

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Interests

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the underlying concerns, needs, desires, or fears that motivate a negotiator

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What are the 4 interests?

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- substantive (relate to key issues in the negotiation, tangible or intangible) - process (related to the way the dispute is settled, distributive vs. integrative) - relationship (indicate that one or both parties value their relationship) - interest in principle (doing what is fair, right, acceptable, ethical may be shared by the parties)

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Substantive Interests

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relate to key issues in the negotiations - tangible or intangible

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Process Interest

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related to the way the dispute is settled - distributive vs. integrative

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Relationship Interest

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indicate that one or both parties value their relationship

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Interest in Principle

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doing what is fair, right, acceptable, ethical may be shared by the parties

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What are the 4 approached of *interest*?

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- 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 (interest may have to be modified or changed)

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Position Accommodation

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(Approach of Interest) - parties receive a portion of their initial demand

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Position Achievement

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(Approach of Interest) - parties get exactly what they want in their initial demand

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Interest Achievement

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(Approach of Interest) - underlying interest are completely met

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Interest Substitution

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(Approach of Interest) - interests may have to be modified or changed

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Generate Alternative Solution

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(3rd Key Step of Integrative Negotiation Process) - Invent options by redefining the problem set - Generate options to the problem as a given such as brainstorming

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Problem Set

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- Compromise - Logroll - Modify the pie - Expand the pie - Find a bridge solution - Cut the costs for compliance - Non specific compensations - Subordination

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Compromise

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(Position Accommodation: parties receive a portion of their initial demand) - not good integrative strategy unless both parties are entrenched in their own position *Ex.* stay in current locations

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Logroll

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(Position Accommodation: parties receive a portion of their initial demand) - Parties find more than one issue in conflict and priortize them. The parties then trade getting their most preferred outcome *Ex.* Lease the downtown location and give Emma the larger office

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What are different ways to logroll? (3)

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- explore difference in risk preferences - explore differences in expectations - explore difference in time preferences

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Modifying the Resource Pie

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(Position Achievement: parties get exactly what they want in their initial demand) - add new services *Ex.* Now offer IT consulting or web-based marketing in addition to consulting

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Expand the Pie

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(Position Achievement: parties get exactly what they want in their initial demand) - add more resources *Ex.* Lease offices both downtown and in the suburbs

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Find a Bridge Solution

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(Interest Achievement: underlying interest are completely met) - parties are able to invent new options that meet all their respective needs so a bridge is created *Ex.* Expand the # of partners and lease a larger space downtown with new furniture for everyone

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Cut the Cost for Compliance

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(Interest Achievement: underlying interest are completely met) - minimize the other parties cost for agreeing *Ex.* Lease in the suburbs and provide Samantha a travel subsidy

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Nonspecific Compensation

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(Interest Substitution: interests may have to be modified or changed) - allow one party to obtain his objectives and accommodate the other party for accommodating his interests *Ex.* Lease in the suburbs and give Samantha all new furniture

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Super-ordination

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(Interest Submission: interests may have to be modified or changed) - differences in conflict are replaced by other interests *Ex.* Samantha decides she would rather be an artist

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What are the rules for *brainstorming*? (4)

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(Generating Alternative Solutions in the key steps in the Integrative Negotiation Process) - avoid judging or evaluating solutions - separate the people from the problems - be exhaustive in the brainstorming process - ask outsiders

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Evaluate & Select Alternatives (6)

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(4th key step in the Integrative Negotiation Process) - 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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What are the types of goals? (3)

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- Common - Shared - Joint

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Common Goal

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one that all parties share equally and they do not benefit unless they work together *Ex.* town government and factory debate the tax rate but the common goal it to keep the factory open so people have jobs

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Shared Goals

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both parties work toward but each benefit differently *Ex.* partners in a business work together on a project but one receives more compensation

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Joint Goals

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individuals with different personal goals agree to combine them in a collective effort *Ex.* people join political campaign, one wants to satisfy personal ambition, one wants to serve the community, one wants to benefit from the policies but they all work together to a get candidate elected

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What are the *factors* that facilitate a successful integrative negotiation? (3)

answer

- trust - clear and accurate communication - an underlying of the dynamics of integrative negotiation

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When there is a lack of trust people tend to focus on ...

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... value claiming, trying to maximize their own position, which in turn forces the negotiation to become a distributive situation.

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How can you gain information when the other party mistrusts you? (3)

answer

- share information and encourage reciprocity - negotiate multiple issues simultaneously - make multiple offers at the same time

Chapter 3 – Strategy & Tactics of Integrative Negotiation – Flashcards

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