Negotiation Section 01: Negotiation Fundamentals

Transcript:Negotiation Section 01: Negotiation Fundamentals:
Negotiation Section 01: Negotiation Fundamentals Chapter 03: Strategy and Tactics of Integrative Negotiation © 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Overview of the Integrative Negotiation Process 2 Context Create a free flow of information. Attempt to understand the other negotiator’s needs and objectives. Emphasize things that the parties have in common. Search for solutions that meet the goals/objectives of both parties. Process Identify and define the problem. Surface interests and needs. Generate alternative solutions. Evaluate and select alternatives. Creating a Free Flow of Information Effective information exchange facilitates integrative solutions. Negotiators must be willing to reveal their true objectives and to listen to each other carefully. In contrast, a willingness to share information is not a characteristic of distributive bargaining situations. A free flow of information allows both parties to know and share their alternatives. Known alternatives means negotiators are more likely to soften resistance points, improve trade-offs, and increase the resource pie. It is the negotiator with the alternative who is responsible for expanding the pie. 3 Understand the Other’s Real Needs and Objectives You must understand the other’s needs before helping to satisfy them. Integrative agreements are facilitated when parties exchange information about issues, not necessarily about their positions. Negotiators must make a true effort to understand what the other side really wants to achieve. In contrast, negotiators in distributive bargaining either make no effort to understand the other side’s needs or do so only for their own ends. The more experienced party may need to assist the less experienced party in discovering their underlying needs. 4 Emphasizing Things in Common To sustain a free flow of information, negotiators may require a different outlook or frame of reference. Individual goals may need to be redefined through collaborative efforts directed toward a collective goal. At times, the collective goal is clear and obvious. Other times it is not clear or easy to keep in sight. 5 Searching for Solutions Successful integrative negotiation depends on the search for solutions that meet the needs and objectives of both sides. Negotiators must be firm but flexible. Firm about primary interests but flexible about how needs are met. Low concern for the other’s objectives may drive one of two forms of behavior. Negotiators may work to ensure what the other obtains