Negotiation/Conflict Resolution II Presentation
Shaun Webbs
NegotiationConflictResolutionUnitIIChapter3PresentationOverview.pdf
NEGOTIATION SEVENTH EDITION
• ROY J. LEWICKI • DAVID M. SAUNDERS • BRUCE BARRY
© 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 3
STRATEGY AND TACTICS OF INTEGRATIVE NEGOTIATION
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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
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OVERVIEW OF THE INTEGRATIVE NEGOTIATION PROCESS
• 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
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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
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CLAIMING AND CREATING VALUE
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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
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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
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OBSERVATIONS ON INTERESTS
• 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
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GENERATE ALTERNATIVE SOLUTIONS
• Invent options by redefining the problem set: Expand or modify the pie Logroll Use nonspecific compensation Cut the costs for compliance Find a bridge solution
• Generate options to the problem as a given: Brainstorming Surveys Electronic brainstorming
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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 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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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
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FACTORS THAT FACILITATE SUCCESSFUL INTEGRATIVE NEGOTIATION
• 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
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FACTORS THAT FACILITATE SUCCESSFUL INTEGRATIVE NEGOTIATION
• Trust • Clear and accurate communication • An understanding of the dynamics of integrative negotiation
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WHY INTEGRATIVE NEGOTIATION IS DIFFICULT TO ACHIEVE
• The history of the relationship between the parties If contentious in past, it is difficult not to look at negotiations as win‐lose
• The belief that an issue can only be resolved distributively Negotiators are biased to avoid behaviors necessary for integrative negotiation
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WHY INTEGRATIVE NEGOTIATION IS DIFFICULT TO ACHIEVE
• The mixed‐motive nature of most negotiating situations Purely integrative or purely distributive situations are rare The conflict over the distributive issues tends to drive out cooperation, trust needed for finding integrative solutions
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