The document discusses the strategy and tactics of integrative negotiation. It describes integrative negotiation as focusing on common interests rather than positions, generating options for mutual gain, and finding solutions that satisfy all parties' needs. The key steps are to define problems mutually, understand each party's interests and needs, generate alternative solutions, and evaluate and select solutions based on objective criteria and mutual acceptability. Factors for success include having common objectives, commitment to collaboration over self-interest, trust, and clear communication.
2. Integrative Difference?
• Commonalties over differences
• Needs & interests over positions
• Commit to the needs of all
involved parties
• Exchange information & ideas
• Invent options for mutual gain
• Objective criteria sets standards
(Lewicki, Saunders & Barry. 2011)
4. Integrative Key Steps
• Problem definition
• Understanding
– on both sides
• Generate alternative
solutions
• Evaluate and choose
from created
alternatives
(Lewicki, Saunders & Barry. 2011)
6. Identify and Define Problem
• Mutually acceptable
• Stated with
comprehensive
practicality
• Stated as a goal with
obstacle identification
• Depersonalize
• Separate the problem
from exploring
solutions
(Lewicki, Saunders & Barry. 2011)
7. Fully Understand: Interests & Needs
• Concerns, needs, desires,
or fears.
– Substantive = key issues
– Process = path to
settlement
– Relationship interests
indicate values
– Principles: Doing what
is fair, right, acceptable,
and ethical
(Lewicki, Saunders & Barry. 2011)
8. Interest Observations
• Multiple, always
• Diverse interests
• Deeply held values
• Change
• Can be discovered
• Difficult
• Not necessarily to your
best advantage to
surface interests
(Lewicki, Saunders & Barry. 2011)
9. Generate Alternative Solutions
• Create options by redefining
the problem set:
– Compromise
– Logroll
– Modify the pie
– Expand the pie
– Find a bridge solution
– Cut the costs for compliance
– Nonspecific compensation
– Superordination
(Lewicki, Saunders & Barry. 2011)
11. Evaluate and Select
• Narrow the range
• Evaluate by:
– Quality
– Objective standards
– Acceptability
• Advance criteria agreement
• Justify personal preferences
• Intangible awareness
options
• Complexity requires
subgroup evaluation
(Lewicki, Saunders & Barry. 2011)
12. Evaluate and Select
• Cool off
• Logroll exploration,
exploiting differences:
– Risk
– Expectation
– Time
• Tentative until final
• Informal until final close
(Lewicki, Saunders & Barry. 2011)
13. Success Factors
• Common objectives
• Self-confidence (faith,
not ego)
• Position validity
• Motivation and
commitment to the
outcome and
collaboration over self
interest
(Lewicki, Saunders & Barry. 2011)
14. Success Factors
• Trust
• Clear and accurate
communication
• Understanding the
dynamics of
integrative
negotiation
(Lewicki, Saunders & Barry. 2011)
Notas del editor
We Focus on commonalties over differencesWe choose needs and interests over positionsCommit to meeting the needs of all involved partiesExchange information and ideasInvent options for mutual gainUse objective criteria to set standards
Create a free flow of informationAttempt to understand the other negotiator’s real needs and objectivesEmphasize the commonalties between the parties and minimize the differencesSearch for solutions that meet the goals and objectives of both sides
Identify and define the problemUnderstand the problem fully: identify interests and needs on both sidesGenerate alternative solutionsEvaluate and select among alternatives
Define the problem in a way that is mutually acceptable to both sidesState the problem with an eye toward practicality and comprehensivenessState the problem as a goal and identify the obstacles in attaining this goalDepersonalize the problemSeparate the problem definition from the search for solutions
Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator Substantive interests relate to key issues in the negotiationProcess interests are related to the way the dispute is settledRelationship interests indicate that one or both parties value their relationshipInterests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties
There is almost always more than oneParties can have different interests at stakeOften stem from deeply rooted human needs or valuesCan changeNumerous ways to surface interestsSurfacing interests is not always easy or to one’s best advantage
Compromises (position accommodation) are not considered good integrative strategy except in entrenched circumstances.Successful logrolling (accommodation) requires the parties to find more than one issue in conflict and have different priorities for those issues which allow trade offs. Mostly done by trial and error.Modifying the Pie (position achievement) may not be possible depending on the resources available.Expanding the Pie (position achievement) by adding resources if possible.Find a Bridge Solution (interest achievement) is when we create new solutions.Cut Costs (interest achievement) allows one to achieve objectives while the other cuts costs.Nonspecific Compensation (interest substitution) provides incentives or resources to the accommodating side for the other to achieve their objectives.Superordination (interest substitution) occur when the differences in interest that cause conflict are superseded or replaced by other interests.In particular pay attention to Table 3.1 on page 77.
Narrow the range of solution optionsEvaluate solutions on: Quality Objective standardsAcceptabilityAgree to evaluation criteria in advance Be willing to justify personal preferencesBe alert to the influence of intangibles in selecting optionsUse subgroups to evaluate complex options
Take time to “cool off”Explore different ways to logrollExploit differences in expectations and risk/time preferencesKeep decisions tentative and conditional until a final proposal is completeMinimize formality, record keeping until final agreements are closed – don’t commit too early.
common objective or goalFaith in one’s own problem-solving abilityA belief in the validity of one’s own position and the other’s perspectiveThe motivation and commitment to work together