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Negotiation + Peacemaking > Timing, Phases + Ripeness Theory > Flashcards

Timing, Phases + Ripeness Theory Flashcards

1
Q

Negotiation process as balance between

A
  • search for joint gains
  • competing claims/ interests
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2
Q

Negotiations may take many forms

A
  • communication from distance, versus face to face
  • bilateral vs trilateral vs multilateral
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3
Q

Goal -oriented approach (Fisher & Ury)

A

focus on insights for practioners, aiming to achieve victory or the best possible outcome.

BATNA (Best alternative to a Negotiated Agreement)

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4
Q

Process-oriented approach (Zartman & Berman)

A
  • Comprehensive model:
    –> incorporates both past experiences + future orientations.
  • Negotiation as series of Phases (Zartman & berman)
  • Negotiation process as sequence of stages (Shell 1999)
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5
Q

Negotiation as Phases

A
  • Diagnostic phase
  • formula phase
  • detail phase
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6
Q

Diagnostic phase Negotiation

A

encompasses the initial steps taken
* bringing about negotiations…
* … long before the first formal session opens..’’
* until the ‘‘turning poing of seriousness’’

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7
Q

Formula Phase negotiation (Zartman)

A

eliminating issues to negotiations

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8
Q

Details phase

A

Eliminating issues in negatiations

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9
Q

Negotiation as sequence of stages (Shell) 2 soorten

A
  1. Negotiation process as a sequence of concessions
    * Convergence achieved by reciprocation
    * Bargaining behavior: confrontational, accommodative, tit-for-tat?
  2. Negotiation process as an exchange of information
    *Negotiation as a “persuasive debate”
    * Exchange is designed to influence the
    other side
    *Aim to transform unilateral actions into joint ones
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10
Q

Definition Shell: Negotiation as sequence of stages:

A

Negotiation is an ‘‘interactive communication process’’ that may take place whenever we want something from someone else or another person wants something from us’’ - Shell

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11
Q

4 Stages Shell: negotiation as sequence of stages

A
  1. preparation
  2. exhanging information
  3. opening & concession making
  4. closing & commitment
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12
Q

What is Prenegotiation?

A

Prenogiation is the SPAN OF LIFE, and activity in which the parties MOVE from conflicting unilateral solutions for a mutual problem to a JOINT SEARCH for cooperative multilateral for joint solutions (Zartman)

Prenegotiations end when the PARTIES AGREE to FORMAL negotiations (an exchange of proposals desinged to arrive at a mutually acceptable outcome in a situation of interdependent interests) or when one party abandons the consideration of negotiation as an option (Zartman)

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13
Q

Prenegotiation as phases (Saunders)

A
  • defining the problem = diagnoistic phase
  • developing a commitment to negotiations
  • arranging the negotiations
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14
Q

Key issues in prenegotiation

A

Who?
* power issues
* spoiler issues

What
* agenda+ issues?
* what order?

Where?
* neutral location
* shifting locations

How?
* mediator?
* plan b, c?

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15
Q

Why is prenegotiation necessary?

A
  • Risks
    - less risky to explore
    negotiation as option
    than to negotiate
  • exchange information reduces uncertainties
  • costs
  • exploration of potential
    costs of actual negotiations
  • Development of perception that negotiation is an alternative
  • Requirement
  • assuring the other side that c concessions will be reciprocated.
  • Support
  • preparing domestic and international audience
  • alternatives
    exploring which actors should be included in process
  • compiling the list of alternatives (BATNA)
  • Participants
  • exploring which actors should be included in the process
    -inclusiveness versus exclusiveness
  • identifying potential spoilers
  • Bridges
  • trust building mechanism (e.g. cease-fires)
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16
Q

Planning and preparation 3 stages

A

Stage 1: what do we propose to achieve?
Stage 2: how do we go about achieving it?
Stage 3: What if we fail?

17
Q

Stage 1: what do we propose to achieve?

A
  • basic objective?
  • final implications?
  • alternative courses of actions?
  • who is competing with us?
    what do competitors want?
  • do we have enough Factual data and information to support our arguments?
18
Q

Stage 2: How do we go about achieving it?

A
  • Who will lead discussion
  • Who will check understanding (verify facts?)
  • What questions whould we ask?
    What are the emotional issues?
    What power do we have?/ what power does other party have?
    *what negotiation styles, strategies, and tactics are we going to use?
    -What do we expect from the other party in terms of style, strategies
    and tactics?
19
Q

Stage 3: What if we fail?

A
  • Do we renegotiate/
  • What costs, and benefits are important?
  • What new strategies would be available to us?
20
Q

Planning and preparation

A
  • knowledge is power
  • of own inerests+ resources
  • of others interests + resources
  • well-targeted concessions + demands
21
Q

When is a conflict mature ripe?
Perception of 3 crucial aspcects

A
  1. Mutually Hurting Stalemate (push factor)
  2. Way Out (Pull factor)
  3. Mutually enticing opportunity (pull factor)
22
Q

When is a conflict mature/ ripe?

A
  • Based on cost-benefit analysis
    Pain-producing path leads to exploration of alternatives
    Present situation is less advantageous than alternatives
  • All conditions are necessary but insufficient
    Not self-implementing
    Need for a valid spokesperson (for
    each party)
  • Absence of ripeness is not a reason for inaction
23
Q

Fostering sense of Ripeness steps

A
  1. Assess existence + peception of Mutually Hurting Stalemate (MHS)
  2. Assess existence + peception of Way Out (WO)
  3. Induce regonition of MHS, WO and MEO ( Mutually enticing opportunity)
  4. Ripen MHS and WO
    5 Ripen attractiveness of negotiation (MEO)
24
Q

Step 1 Asses existence + perception of MHS (Mutually Hurting Stalemate)

A
  • Determine if a stalemate exists
    -Frozen or violent conflict
    -Effectiveness of attempts or intentions to escalate into victory (military)
  • Assess the extent of hurt
    -Mounting costs
    -Are costs understood as sign of pain (ex. body bags coming home;
    -rising numbers of refugees)?
    -Changes in leadership and alliances
25
Q

Step 2 Asses existence + perception of WO (Way out)

A
  1. Evaluate official statements
    -Greater openness to talking
    -De-escalation of goals from holistic/abstract to specific
  2. Assess willingness to cooperate
    -Positive comments about the other side
    -Positive sentiment about cohabitation
    -Statements that de-demonize the other side
  3. Identify preliminary signs of cooperation
    -Meetings between low-key actors
    -Cease-fires, exchange of prisoners…
26
Q

Step 3: induce recognition of MHS, WO, and MEO
Mutually Hurting Stalemate
Way out
Mutually Enticing Opportunity

A
  • Directly encourage a perception of a MHS
  • Sell prospects of a way out + mutually enticing opportunities
  • encourage perceptions
27
Q

Step 4 en 5: Ripen perceptions

A

Ripen the mutually hurting stalemate and way out
- Using diplomatic measures
-Employ economic measures
-Apply military measures

Ripen the attractiveness of negotiation (MEO)
-Reframing the issue
-Determine prenegotiations

28
Q

Practioners view (Lederach)

A
  • ripeness is rear-view mirror
  • ripeness is in the eye- of the beholder
  • ripeness sees mediator action as cherry-picking
    + ripeness encourages the use of violence
29
Q

Keyponts ripeness

A

Negotiation is a sequence of (back-and-forth) stages
§Prenegotiation is key to reducing uncertainties
§Knowledge is power
§Ripeness is necessary but insufficient

Negotiation + Peacemaking (9 decks)

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