Negotiation/Conflict Resolution Planning III

Shaun Webbs

NegotiationConflictResolutionUnitIIIStudyGuideChapter4PresentationOverview.pdf

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NEGOTIATION SEVENTH EDITION

• ROY J. LEWICKI • DAVID M. SAUNDERS • BRUCE BARRY

Chapter 4

NEGOTIATION: STRATEGY AND PLANNING

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GOALS – THE FOCUS THAT DRIVES NEGOTIATION STRATEGY

• Determining goals is the first step in the negotiation process

• Negotiators should specify goals and objectives clearly

• The goals set have direct and indirect effects on the negotiator’s strategy

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GOALS, STRATEGY AND PLANNING

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THE DIRECT AND INDIRECT EFFECTS OF GOALS ON STRATEGY

• Direct effects  Wishes are not goals  Goals are often linked to the other party’s goals  There are limits to what goals can be  Effective goals must be concrete/specific

• Indirect effects  Forging an ongoing relationship

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STRATEGY VERSUS TACTICS

• Strategy: The overall plan to achieve one’s goals in a negotiation

• Tactics: Short‐term, adaptive moves designed to enact or pursue broad strategies  Tactics are subordinate to strategy  Tactics are driven by strategy

• Planning: The “action” component of the strategy process; i.e. how will I implement the strategy?

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APPROACHES TO STRATEGY

• Unilateral: One that is made without active involvement of the other party

• Bilateral: One that considers the impact of the other’s strategy on one’s own

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STRATEGIC OPTIONS

• Per the Dual Concerns Model, choice of strategy is reflected in the answers to two questions:  How much concern do I have in achieving my desired outcomes at stake in the negotiation?  How much concern do I have for the current and future quality of the relationship with the other party?

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THE DUAL CONCERNS MODEL

Avoidance: Don’t negotiate Competition: I gain, ignore relationship Collaboration: I gain, you gain, enhance relationship Accommodation: I let you win, enhance relationship

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THE NONENGAGEMENT STRATEGY: AVOIDANCE

• If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy

• It simply may not be worth the time and effort to negotiate

• The decision to negotiate is closely related to the desirability of available alternatives

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ACTIVE‐ENGAGEMENT STRATEGIES

• Competition – distributive, win‐lose bargaining • Collaboration – integrative, win‐win negotiation • Accommodation – involves an imbalance of outcomes (“I lose, you win”)

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UNDERSTANDING THE FLOW OF NEGOTIATIONS: STAGES AND PHASES

• How does the interaction between parties change over time?

• How do the interaction processes relate to inputs and outcomes over time?

• How do the tactics affect the development of the negotiation?

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UNDERSTANDING THE FLOW OF NEGOTIATIONS: STAGES AND PHASES

Negotiation proceeds through distinct phases or stages

• Beginning phase (initiation)

• Middle phase (problem solving)

• Ending phase (resolution)

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KEY STEPS TO AN IDEAL NEGOTIATION PROCESS

• Preparation  What are the goals?  How will I work with the other party?

• Relationship building  Understanding differences and similarities  Building commitment toward a mutually beneficial set of outcomes

• Information gathering  Learn what you need to know about the issues

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KEY STEPS TO AN IDEAL NEGOTIATION PROCESS

• Information using  Assemble your case

• Bidding  Each party states their “opening offer”  Each party engages in “give and take”

• Closing the deal  Build commitment

• Implementing the agreement

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KEY STEPS TO AN IDEAL NEGOTIATION PROCESS

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GETTING READY TO IMPLEMENT THE STRATEGY: THE PLANNING PROCESS

• Define the issues • Assemble the issues and define the bargaining mix  The bargaining mix is the combined list of issues

• Define your interests  Why you want what you want

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GETTING READY TO IMPLEMENT THE STRATEGY: THE PLANNING PROCESS

• Know your limits and alternatives • Set your objectives (targets) and opening bids (where to start)  Target is the outcome realistically expected  Opening is the best that can be achieved

• Assess constituents and the social context of the negotiation

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THE SOCIAL CONTEXT OF NEGOTIATION: “FIELD” ANALYSIS

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GETTING READY TO IMPLEMENT THE STRATEGY: THE PLANNING PROCESS

• Analyze the other party  Why do they want what they want?  How can I present my case clearly and refute the other party’s arguments?

• Present the issues to the other party

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INFORMATION NEEDED TO PREPARE EFFECTIVELY FOR ENGAGING THE OTHER

PARTY • Resources, issues, and bargaining mix • Interests and needs • Walkaway point and alternative(s) • Targets and opening bids • Constituents, social structure, and authority to make an agreement

• Reputation and negotiation style • Likely strategy and tactics

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GETTING READY TO IMPLEMENT THE STRATEGY: THE PLANNING PROCESS

• Define the protocol to be followed in the negotiation  Where and when will the negotiation occur?  Who will be there?  What is the agenda?

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SUMMARY ON THE PLANNING PROCESS

“...planning is the most critically important activity in negotiation.”

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