Outline

Chapter 10 Outline Altharwa, Nouf

· Multiparty Neg: more than 2 parties are working together to achieve a collective objective. Each party has his own presence & priorities. Its complex, challenging & difficult to manage.

· Differences between 2 party Neg and Multiparty Neg:

· # of parties: Neg is bigger. If parties are all equal then Neg would be more open.

· Informational & computational complexity: more issues, perspective on issues, total info. Neg less lucid, more complex & demanding.

· Social complexity: cooperative vs. individualistic motivational orientation (achieve higher quality outcome). Social pressure.

· Procedural complexity: procedural rules are less clear. Consequences:

I. Neg will take longer, more time must be allowed.

II. more parties, more complex & out of control.

III. Negotiators have to devote explicit discussion time to know how to manage the process.

IV. parties must decide how they want to approach multiple issues on the table

· Strategic complexity: One on one Neg Consequences:

A. exchanges are subject to surveillance by the audience.

B. negotiators who have some control the # of parties at the table, may act strategically using this this control to serve their objectives.

C. negotiators can explicitly engage in coalition building as support.

D. Relationship is the most important force in shaping what parties will enter coalitions with each other in multipart negotiation.

· Effective Group:

· Test assumptions and inferences.

· share as much relevant information as possible.

· Focus on interests not positions.

· Explain the reasons behind one’s statement, questions & answers.

· Be specific, use examples.

· Agree on the meaning of important words.

· Disagree openly with any member of the group.

· Make statements, then invite questions & comments.

· Jointly design ways to test disagreements & solutions.

· Discuss undiscussable issues.

· Keep the discussion focused.

· Dont take cheap shots or otherwise distract the group.

· Expect to have all members participate in all phases of the process.

· Exchange relevant information with non group members.

· Make decisions by consensus.

· Conduct a self critiques.

· Managing multiparty Neg:

1. Participants Stage: Great deal of informal contact among the parties.

· Participants: Parties must agree on who is invited to the talk.

· Coalitions: common to exist before Neg begins. Will either promote r block a particular agenda.

· Defining group member roles: silent & invisible, third part role. ( Task Role: move the group toward a decision, Relationship Role: manage good relationship between group members. Self oriented Role: bring attention to the individual group member).

· Understand the costs & consequences of No agreement.

· Learn the issues & constructing an Agenda.

2. Formal Neg Stage: (managing the group process & outcomes). Multiparty Neg is a combination of group discussion, bilateral Neg, coalition building activities.

· Appoint an appropriate chair.

· Use & restructure the agenda. Controlling the flow of Neg is agenda.

· Ensure a diversity of information & perspectives. 5 Processes steps that a chair can implement to ensure having n effective disagreement on a team:

A. Collect your thoughts & composure before speaking.

B. Try to understand the other person’s position.

C. try to think of ways that you can both win.

D. Consider how important this issue is to you.

E. Remember that you will probably have to work together with these people in the future.

· Ensure consideration of all the available information: Some group norms can undermine an effective discussions:

A. Unwillingness to tolerate conflicting points of views and prospectives.

B. Side conversations.

C. No means for defusing an emotionally charged discussion.

D. Coming to a meeting unprepared.

Strategies to manage these destructive discussion norms:

· Delhi Technique: moderator structure an initial questionnaire & sends it out to all parties asking for inputs.

· Brainstorming.

· Nominal group Technique.

· Manage conflict effectively.

· Review & manage decision rules.

· Strive for a first agreement.

· Manage Problem team members:

3. Agreement Stage: (parties must select among the alternatives on the table, encounter some last minute issues.

Four Key problem solving steps occur during this phase:

I. Select the best solution

II. Develop an action plan

III. Implement the action plan

IV. Evaluate outcomes and the processes

What the chair can do to help:

· Move the group toward selecting one or more of the options

· Shape and draft the tentative agreement

· Discuss whatever implementation and follow up or next steps need to occur

· Thank the group for their participation

· Organize and facilitate the postmortem