Negotiation/Conflict Resolution VII Essay

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NEGOTIATION SEVENTH EDITION

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

Chapter 11

AGENTS, CONSTITUENCIES, AUDIENCES

11-2

THE NUMBER OF PARTIES IN A NEGOTIATION

The basic possible roles for parties in a negotiation:

• A negotiating dyad • Negotiating teams • Agents and constituencies • Bystanders and audiences • Third parties

11-3

A NEGOTIATING DYAD AND AGENTS AND CONSTITUENCIES

• A Negotiating Dyad  When two isolated individuals negotiate for their own needs and interests

• Agents and Constituencies  A negotiator is not acting for himself but for others. We call the negotiator in such situations an agent and the individuals he is representing a constituency

11-4

A NEGOTIATING DYAD; ONE HAS A CONSTITUENCY

11-5

BYSTANDERS AND AUDIENCES

• Bystanders  Those who have some stake in a negotiation, care about the issues or the process by which a resolution is reached  Negotiators do not formally represent bystanders

• Audience  Any individual or group of people not directly involved in or affected by a negotiation  They may offer: Input Advice Criticism

11-6

NEGOTIATORS WITH CONSTITUENTS, BYSTANDERS AND AUDIENCES

11-7

THIRD PARTIES

• Third parties  Bystanders who may be drawn into the negotiation specifically for the purpose of helping to resolve it  Third parties often can reshape a polarized situation into a constructive agreement

11-8

ADVICE FOR MANAGING AGENTS

Points of advice: 1. Decide whether you and the agent are

compatible 2. Be clear with your “contract” and expectations 3. The agent should have no authority to make a

binding commitment on any substantive issues 4. The agent should have the discretion to design

and develop an effective overall negotiation process

11-9

ADVICE FOR MANAGING AGENTS

Points of advice: (cont’d.) 5. The constituent should focus communication to

the agent on interests, priorities, and alternatives, rather than specific settlement points.

6. The constituent should establish clear expectations about the frequency and quality of reporting back to the constituent.

11-10

ADVICE FOR MANAGING AGENTS

Points of advice: (cont’d.) 7. The agent’s authority should expand as the

agent and constituent gain insight about the other parties through the negotiation process.

8. Specific instructions to the agent by constituents should be put in writing and be available to show to the other side.

9. The constituent should instruct the agent on what the agent can disclose in negotiation— interests, ranges of acceptable settlement, key facts, the principal’s identity, etc. 11-11

HOW AGENTS, CONSTITUENTS AND AUDIENCES CHANGE NEGOTIATIONS

There are three primary negotiating relationships: 1. The first negotiating relationship is between

the agent and constituent who must decide on their collective view of what they want to achieve in the negotiation

2. The second relationship is with the other party – the negotiator and the opposing negotiator who attempt to reach a viable and effective agreement

11-12

HOW AGENTS, CONSTITUENTS AND AUDIENCES CHANGE NEGOTIATIONS

3. The third type of relationship is composed of external bystanders and observers.

 They are affected by the negotiation outcome or have a vantage point from which to observe it

 They have some strong need to comment on the process or the emerging outcome.

11-13

HOW AGENTS, CONSTITUENTS AND AUDIENCES CHANGE NEGOTIATIONS

Characteristics of audiences: • Audiences may or may not be dependent on the negotiators for the outcomes derived from the negotiation process

• Audiences affect negotiations by the degree of their involvement in the process  Direct involvement  Indirect involvement

• Audiences may vary in identity; composition; size; relationship to the negotiator, and role in the negotiation situation

11-14

HOW AGENTS, CONSTITUENTS AND AUDIENCES CHANGE NEGOTIATIONS

• Audiences make negotiators “try harder” • Negotiators seek a positive reaction from an audience

• Pressures from audiences can push negotiators into “irrational” behavior

• Audiences hold the negotiator accountable

11-15

TACTICAL IMPLICATIONS OF SOCIAL STRUCTURE DYNAMICS: THE NEGOTIATOR’S

DILEMMA Question: How can a negotiator satisfy both the constituency’s demands for firmness (and a settlement favorable to their interests), versus the other party’s demand for concessions (and a settlement favorable to the other party or to their mutual gain)?

Answer: A negotiator must build relationships with both the constituency and the other party

11-16

COMMON TACTICS FOR MANAGING CONSTITUENCIES AND AUDIENCES

• Clarify the role expectations and performance contract  Complex agent roles could include those of a bargainer, an advocate, a mediator or a fact‐finder

• Clarify the authority to make agreements  Decide how much authority they have without consulting the constituents

11-17

COMMON TACTICS FOR MANAGING CONSTITUENCIES AND AUDIENCES

• Manage constituency visibility  Limit one’s own concessions by making negotiations visible

 Use the constituency to show militancy  Use the constituency to limit one’s own authority  Use great caution in exceeding one’s authority

11-18

COMMON TACTICS FOR MANAGING CONSTITUENCIES AND AUDIENCES

• Manage constituency visibility (cont’d.)  Increase the possibility of concession to the other negotiator by reducing visibility to constituencies  Establish “privacy” prior to the beginning of negotiations  Screen visibility during negotiations  Be aware of time pressure

 Establish a reputation for cooperation

11-19

COMMON TACTICS FOR MANAGING CONSTITUENCIES AND AUDIENCES

• Communicate indirectly with audiences and constituents  Communicate through superiors  Communicate through intermediaries

• Communicate directly to the other party’s constituency

• Communicate directly to bystanders • Build relationships with audiences, constituents and other agents

11-20

INDIRECT COMMUNICATION WITH OPPONENT THROUGH A MANAGER

11-21

INDIRECT COMMUNICATION THROUGH AN INTERMEDIARY

11-22

INDIRECT NEGOTIATING THROUGH CONSTITUENTS/AUDIENCES/BYSTANDERS

11-23

WHEN TO USE AN AGENT • When the agent has distinct or unique knowledge or skills in the issues

• When the agent has better negotiation skills • When you care more about the outcome than the relationship

• When the agent has special friends, relationships or connections

• When you are very emotionally involved in an issue or problem

• When you want the flexibility to use negotiation tactics that require several parties

• When your natural conflict management style is to compromise, accommodate or avoid

• When there are higher stakes to gain 11-24

WHEN TO NEGOTIATE FOR YOURSELF • When you want to develop or reestablish a strong personal relationship with the other negotiator

• When you need to repair a damaged relationship • When you want to learn a lot before you craft an agreement

• When your negotiation skills are better than those of any available agent

• When hiring an agent may be too costly • When the “image” of being represented by an agent may make the other side suspicious

• When the agent is too emotionally involved, defensive and caught up in game playing

11-25