Ch 10: Multiple Parties, Groups, and Teams in Negotiation

Question 1

What are multiparty Negotiations?

Answer 1

one in which more than two interested parties are
working together at the table to achieve a collective objective

Question 2

Differences between Two-Party Negotiations and Multiparty Negotiations

Answer 2

1. Number of Parties
2. Informational and Computational Complexity: Multiparty negotiations have more info, issues, and perspectives. Keeping track of all this can become complicated
3. Social Complexity: Dynamics shift from one-on-one to small-group discussion.

a. Process may evolve based on motivational orientation towards each other- Cooperative orientation ppl gain better outcomes

b. Social pressures may develop for group to act cohesively, yet members are in conflict and cannot be cohesive until issues are resolved

4. Procedural Complexity- t the process they have to follow is more complicated. For one-on-one, parties can simply take turns, but in small group it’s unclear who’s turn in next to do what? How do they coordinate themselves?

-As a result negotiations will take longer; the more parties, the more complex negotiation becomes; and as a result of the first two issues, negotiators would have to devote time to determine how they will operate

5. Logistical Complexity: the physical distance between the parties as they attempt to resolve
   their differences and reach agreement. Physical distance makes feel feel disconnected and make them react less positively to each other
6. Strategic Complexity: in multiparty you have to attend to the needs of multiple people; consider their strategies and whether to deal with them separately or collectively.

Question 3

What are the consequences of multiparty negotiations- strategic complexity?
Dealing with the now “one-on-one” negotiations within the views of others

Answer 3

1. The exchanges are subject to being viewed by the audience- being seen can prompt you to use distributive tactics to show how tough you are
2. Those who have some way to control the number of parties can add persons to support their own interests. They can thus impress the others and show off their power
3. negotiators can explicitly engage in coalition building as a way to marshal support
4. Finally, relationships are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation. When a relationship is in place, parties extensively incorporate the time dimension into their deliberations and side negotiations with each other

Question 4

What Dynamics Can Make a Multiparty Negotiation Effective?

Answer 4

Test Assumptions and Inferences

Share as much relevant info as possible

Focus on interests, not positions

Explain the reasons behind one’s statements, questions, and answers

Be specific

Agree on the meaning of important words

Question 5

Managing Multiparty Negotiations- The stages of managing it

Answer 5

Prenegotiation stage
Managint the actual negotiations
Managing the agreement

Question 6

Context of Managing Multiparty negotiations in each stage

Answer 6

1. The individual is simply one of the parties and wants to ensure that his interests are incorporated into the final agreement
2. Individual wants to ensure that the group reaches the highest quality and best possible final agreement
3. The individual is responsible for overseeing a multiparty negotiation process to ensure that many of the strategic and procedural complexities are effectively managed

Question 7

Describe the Pre-negotiation Stage

Answer 7

So parties would work out:

1. Participants: who must be included if a deal is to be reached(key coalition members); whose presents helps; whose presence hinders
2. Coalitions: Refers to parties who know each other’s interests in advance. These coalitions may promote or block a particular agenda item
3. Defining member roles: Deciding on key roles: lead negotiator, issue specialists, technical experts, record keepers.
   Roles can be named as task roles, relationship roles, and self-oriented roles
4. Understanding the Costs and Consequences of No Agreement: decide what will happen should the agreement fail; should someone else step in and decide for them, are the costs of impasse the same for everyone
5. Learning the Issues and Constructing an Agenda: Familarize self with issues and construct the agenda

agenda is effective to: establish issues, define order in which issues are discussed, time limits to each item

Question 8

Describe the Formal Negotiation Stage

Answer 8

1. Appoint an Appropriate chair- get someone with little stake in outcome, but high interest in group success
2. Use and Restructure the Agenda: agenda adds structure; adjust when necessary-speak about it/discuss changes needed
3. Ensure diversity of Information and Perspectives
   - If a disagreement comes on a chair can use these- collect thoughts and composure before speaking,
   -Try to understand the other party’s position
   -Try to think of ways you can both win
4. Ensure consideration of All the Available Information
5. Manage Conflict Effectively
6. Review and Manage Decision rules: the way the group will decide what to do- Majority rules, dictatorship, oligarchy etc
7. Strive for the first agreement- strive for an agreement that can be modified- don’t try to get it all at once
8. Manage problematic Behaviours among some parties- be clear about the issue, phrase it in a way that shows that it affects everyone, focus on behaviours that they can control, ensure they understand what you have said

Question 9

Describe the Agreement stage

Answer 9

Anything can happen at this stage- some last minute changes; new issues etc.

Problems solving steps:

1. Select the best option: select one, or combine options
2. Develop an action plan: plan to implement the solution and address any issues
3. Implement the action plan
4. Evaluate the outcome and the process: process of negotiating and its outcome

Question 10

What can the chair do to help in the agreement phase?

Answer 10

1. Move the group toward selecting one or more of the options.
2. Shape and draft the tentative agreement- ensure it is clear and that everyone can see, understand and edit.
3. Discuss whatever implementation and follow-up steps need to occur: persons in respective roles should know what to do, schedule follow-up meetings to see how the agreement is working
4. Thank ppl for your participation, hard work and efforts
5. Organize and facilitate the postmortem: Bring the parties back together to discuss
   the process and the outcome and evaluate what they might do better or differently the
   next time