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Chapter 3 Integrative Negotiation - Coggle Diagram
Chapter 3
Integrative Negotiation
Overview of the Integrative Negotiation Process
Attempt to understand the other negotiator’s real needs and objectives
Emphasize the commonalties between the parties and minimize the differences
Integrative process is different to distributive
Create a free flow of information
Key Steps in the Integrative Negotiation Process
Identify and define the problem
Define the problem in a way that is mutually acceptable to both sides
State the problem with an eye toward practicality and comprehensiveness
State the problem as a goal and identify the obstacles in attaining this goal
Depersonalize the problem (note however in some cultures the issue is people the problem is secondary)
Separate the problem definition from the search for solutions
Understand the problem fully
identify interests and needs on both sides
Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator
There is almost always more than one
-More than substantive interests e.g. price; they could care about relationships, principle and process
Parties can have different interests at stake
Knowing them helps to invent solutions
Often stem from deeply rooted human needs or values.
-Needs are hierarchical- satisfy base one first
Can change
Numerous ways to surface interests.
Ask what and why and listen to inner voice
Surfacing interests is not always easy or to one’s best advantage
Substantive interests relate to key issues in the negotiation
Process interests are related to the way the dispute is settled
Relationship interests indicate that one or both parties value their relationship
Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties
Generate alternative solutions
(the above steps create value and must be done together and before the next step)
Invent options by redefining the problem set:
Non specific compensation
Cut the costs for compliance
Subordination
Find a bridge solution
Compromise
Logroll
Expand the pie
Modify the pie
Generate options to the problem as a given:
Electronic brainstorming
Brainstorming
Surveys
Evaluate and select among alternatives (claims value)
Narrow the range of solution options
Evaluate solutions on:
Quality
Objective standards
Acceptability
Agree to evaluation criteria in advance
Be willing to justify personal preferences
Be alert to the influence of intangibles in selecting options
Use subgroups to evaluate complex options
Take time to “cool off”
Explore different ways to logroll
Exploit differences in expectations and risk/time preferences
Keep decisions tentative and conditional until a final proposal is complete
Minimize formality, record keeping until final agreements are closed
Factors That Facilitate Successful Integrative Negotiation
Some common objective or goal
Faith in one’s own problem-solving ability
A belief in the validity of one’s own position and the other’s perspective
The motivation and commitment to work together
Trust
Clear and accurate communication
An understanding of the dynamics of integrative negotiation
What Makes Integrative Negotiation Different?
Address needs and interests, not positions
Focus on commonalties rather than differences
Use objective criteria to set standards
Exchange information and ideas
Invent options for mutual gain
Commit to meeting the needs of all involved parties