Prepare responses to the questions below after viewing the Negotiation Strategy and Tactics Tutorial in this week's lecture. In drafting your answers to the questions, make sure that you apply course concepts in your answers.
Part A: What are the objectives of both parties in the exchanges? How would you describe the general "tone" of the exchanges?
Part B: Were Marilyn's objectives achieved in the first exchange? Were Len's objectives achieved in the first exchange? What do you project the outcome of the first exchange to be?
Part C: Were Marilyn's objectives achieved in the second exchange? Were Len's objectives achieved in the second exchange? What do you project the outcome of the second exchange to be?
Part D: Identify two points of transition in each exchange and analyze the impact of the transitions on the negotiation.
Finally, i attached the Negotiation Strategy and Tactics Tutorial in this week's lecture as a powerpoint.
WEEK 4 AGENDA
TCO C Given the concepts and components of
distributive (win-lose) and integrative (winwin) bargaining strategies, examine the
preconditions and stages, appraise the
strategies, and apply them to specific
bargaining situations. WHAT MAKES INTEGRATIVE
? Focus on commonalties rather than
? Address needs and interests, not positions
? Commit to meeting the needs of all involved
? Exchange information and ideas
? Invent options for mutual gain
? Use objective criteria to set standards INTEGRATIVE NEGOTIATION PROCESS
? Create a free flow of information
? Attempt to understand the other negotiator?s
real needs and objectives
? Emphasize the commonalties between the
parties and minimize the differences
? Search for solutions that meet the goals and
objectives of both sides KEY STEPS IN THE INTEGRATIVE
? Identify and define the problem
? Understand the problem fully
? identify interests and needs on both sides ? Generate alternative solutions
? Evaluate and select among alternatives IDENTIFYING AND DEFININING THE
? 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
? Separate the problem definition from the
search for solutions UNDERSTAND THE PROBLEM FULLY?
IDENTIFY INTERESTS AND NEEDS
? Interests: the underlying concerns, needs, desires, or
fears that motivate a negotiator
? Substantive interests relate to key issues in the negotiation
? Process interests are related to the way the dispute is
? 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 OBSERVATIONS ON INTERESTS
? There is almost always more than one
? Parties can have different interests at stake
? Often stem from deeply rooted human needs
? Can change
? Numerous ways to surface interests
? Surfacing interests is not always easy or
to one?s best advantage GENERATE ALTERNATIVE SOLUTIONS
? Invent options by redefining the problem set:
? Expand or modify the pie
Logroll ? Trade offs of issues to maximize each sides? values
Use nonspecific compensation
Cut the costs for compliance
Find a bridge solution ? Generate options to the problem as a given:
? Electronic brainstorming EVALUATE AND SELECT ALTERNATIVES
? Narrow the range of solution options
? Evaluate solutions on:
? Objective standards
? Acceptability ? Agree to evaluation criteria in advance
? Be willing to justify personal preferences
? Be alert to the influence of intangibles in selecting
? Use subgroups to evaluate complex options EVALUATE AND SELECT ALTERNATIVES
? Take time to ?cool off?
? Explore different ways to logroll
? Exploit differences in expectations and
? Keep decisions tentative and conditional until
a final proposal is complete
? Minimize formality, record keeping until final
agreements are closed FACTORS THAT FACILITATE SUCCESSFUL
? 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 FACTORS THAT FACILITATE SUCCESSFUL
? Clear and accurate communication
? An understanding of the dynamics of
integrative negotiation WHY INTEGRATIVE NEGOTIATION
IS DIFFICULT TO ACHIEVE
? The history of the relationship between the
? If contentious in past, it is difficult not to look at
negotiations as win-lose ? The belief that an issue can only be resolved
? Negotiators are biased to avoid behaviors
necessary for integrative negotiation WHY INTEGRATIVE NEGOTIATION
IS DIFFICULT TO ACHIEVE
? The mixed-motive nature of most negotiating
? Purely integrative or purely distributive
situations are rare
? The conflict over the distributive issues
tends to drive out cooperation, trust
needed for finding integrative solutions
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