Ch3 Flashcards
4 key hallmarks of integ negotiation *s
creating a free flow of information; EXCHANGE INFO
Attempting to understand the other negotiator’s real needs and objectives;
Emphasizing things parties have in common: different outlook or frame of reference: WHAT IS THE COLLECTIVE GOAL
searching for solutions that meet the goals and objectives of both parties.
A. identify and define the problem
- def the prob so acceptable on both sides
- be practical and comprehensive! focus on the core issue
- state probelm as a goal and identify obstacles to getting that goal
- depersonalize the problem
- separate problem definition from search of solutions
B. surface needs and interests
ask why? what interest makes the other party have this poition?
types of itnerests
Substantive interests are related to focal issues that are under negotiation—economic and financial issues such as price
Process interests are related to how the negotiation unfolds. One party may pursue distributive bargaining because they enjoy the competitive game of wits that comes from nose-to-nose, hard-line bargaining.
Relationship interests speak to the value of the ongoing relationship between the parties and the future of that relationship
Principal interests: interests in what is right and ethical
intrisive vs instrumental interst
intrinsic: valuable to a perosn psycholofixally
instrumental: tangibly useful to achieving some goal
C. generate alt solutions to problems
be creative
refram the problem, come up with a long list of solutions
8 ways to create creative solutions
- logrolling: parties each sacrifice on smaller issues to succeed in different bigger issues
- expand the pie: add resources
- modify the resource pie
- find a bridge oslution: invent a new solution
- nonspeciic compensation: compensate the “loser” of the negotiaiton
- cut the cost for compliance: make it easy for the loser to comply
- superodination: when “the differences in interest that gave rise to the conflict are superseded or replaced by other interests.”
- when “the differences in interest that gave rise to the conflict are superseded or replaced by other interests.
- compromise: not furthering the interests of any arty
what is firm flexibility
firm flexibility allows parties to be firm with regard to what they want to achieve (i.e., interests) while remaining flexible on the means by which they achieve it.
Firm flexibility recognizes that negotiators have one or two fundamental interests or principles, although a wide variety of positions, possible solutions, or secondary issues may get drawn into the negotiations. Thus, among the many viable alternatives that will satisfy a negotiator, the important ones directly address the top priorities.
tactics to communicate firm flexibility
Use competitive tactics to establish and defend basic interests rather than to demand a particular position or solution to the dispute. State what you want clearly.
Send signals of flexibility and concern about your willingness to address the other party’s interests. Openly express concern for the other’s welfare and “acknowledge their interests as part of the problem” (Fisher, Ury, and Patton, 1991, p. 55). In doing so, you communicate that you have your own interests at stake but are willing to try to address the other’s as well.
indicate a willingness to change your proposals if a way can be found to bridge both negotiators’ interests.
Demonstrate problem-solving capacity. For example, use experts on a negotiating team or bring them in as consultants based on their expertise at generating new ideas.
Maintain open communication channels. Do not eliminate opportunities to communicate and work together, if only to demonstrate continually that you are willing to work with the other party.
Reaffirm what is most important to you through the use of clear statements—for example, “I need to attain this; this is a must; this cannot be touched or changed.” These statements communicate to the other party that a particular interest is fundamental to you, but it does not necessarily mean that the other’s interests can’t be satisfied as well.
Reexamine any aspect of your interests that is clearly unacceptable to the other party and determine if it is still essential to you. It is rare that negotiators will find that they truly disagree on basic interests.
Separate and isolate contentious tactics from problem-solving behavior to manage the contentious behavior. This may be accomplished by clearly specifying a change in the negotiation process, by separating the two processes with a break or recess, or, in team negotiations, by having one party act contentiously and then having a second negotiator offer to engage in problem solving
step 4: evaluate and select alternatives
Here are the key points condensed from the evaluation and selection stage of the integrative negotiation process:
Evaluation and Selection: This stage involves evaluating alternatives generated previously and selecting the best ones for implementation.
Simple vs. Complex Challenges: For simpler challenges, evaluation and selection can be combined. For complex issues, it’s better to follow distinct steps: definitions and standards, alternatives, evaluation, and selection.
Weighing Options: Negotiators should rank-order options based on clear criteria. If no suitable options emerge, revisit the problem definition or the standards used.
Decision-Making Process: Engage in a discussion about the merits of each option to reach an agreement.
Claiming Value: This stage is where the focus shifts from collaboration to choosing options, which can affect relationships.
Relationship Consideration: Maintaining a positive relationship is crucial, especially in ongoing relationships, as integrative negotiation is most effective when both parties have high goals and a good rapport.
Guidelines for Consensus: Use specific guidelines to evaluate options and reach a consensus effectively.
how to select the best alternatives
- narrow the range of solutions open
- eval solutions based on wauality, standard, acceptability
- agree to criteria in advance of evaluaton
- justify personal preferences
- identify intangibles
- use subgroups to examine in depth
- cool off
7 steps in investiagative enogtiatons
1) fully understand the situation: ASK WHY, find the interests!!!
2) Generate alt soluitons (expand the pie/logroll/bridge)
3) multiple simultaneous offers (give them several offers that are the same ish)
4) understand their constraints
5) interpret demands as opportunities
6) contingency contracts (epxloit diffs in values, exp outcomes, risk)
7) never quite negotiaton
some common objective or goal
Common Goal: All parties benefit equally from achieving a goal that would not be possible without collaboration. Example: A town and a manufacturing plant working together to keep the plant open, which employs half the town’s workforce.
Shared Goal: Parties work towards a goal that benefits them differently, often with an unequal distribution of profits based on contributions. This can also involve cost-cutting to achieve the same outcome with less effort. This concept is illustrated by the “expandable pie” versus the “fixed pie.”
Joint Goal: Involves individuals with different personal goals uniting for a collective effort. Example: Various individuals in a political campaign with distinct objectives all working together to help elect a candidate.
Key Element: In integrative negotiation, all sides must believe they can benefit from cooperation, leading to improved outcomes compared to working independently or competing.
5 principles of integrative negotiaton
- find out WHy- what are their interests
- seek to understand and mtiigate the other sides constraints
- intepret demands as opportunites
- continue to investiate even after the deal appears to be lost
brridging
The parties are able to invent new options that meet each side’s needs. Successful bridging
requires a fundamental reformulation of the problem such that the parties are no longer
squabbling over their positions; instead, they are disclosing sufficient information to discover
their interests and needs and then inventing options that will satisfy both parties’ needs.
