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. 

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

NEGOTIATION DIFFERENT?

? Focus on commonalties rather than

differences

? Address needs and interests, not positions

? Commit to meeting the needs of all involved

parties

? 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

NEGOTIATION PROCESS

? 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

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

? 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

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 OBSERVATIONS ON INTERESTS

? There is almost always more than one

? Parties can have different interests at stake

? Often stem from deeply rooted human needs

or values

? 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:

? Brainstorming

? Surveys

? Electronic brainstorming EVALUATE AND SELECT ALTERNATIVES

? 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 EVALUATE AND SELECT ALTERNATIVES

? 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 FACTORS THAT FACILITATE SUCCESSFUL

INTEGRATIVE NEGOTIATION

? Trust

? 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

parties

? If contentious in past, it is difficult not to look at

negotiations as win-lose ? The belief that an issue can only be resolved

distributively

? Negotiators are biased to avoid behaviors

necessary for integrative negotiation WHY INTEGRATIVE NEGOTIATION

IS DIFFICULT TO ACHIEVE

? The mixed-motive nature of most negotiating

situations

? 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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Sep 13, 2020

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