Ch 3: Strategy and Tactics of Integrative Negotiation

Question 1

What factors must you manage in integrative negotiation

Answer 1

Context Factors

Process Factors

Question 2

What are the key contextual factors ?

Answer 2

Create a free flow of information

Attempting to Understand the Other Negotiator’s Real Needs and Objectives

Emphasizing the Commonalities between the Parties and Minimizing the Differences

Searching for Solutions That Meet the Needs and Objectives of Both Sides

Question 3

Key Steps in the Integrative Negotiation Process

Answer 3

Step 1: Identify and Define the Problem: define in a way that is mutually acceptable to both sides; state it with an eye toward practicality and comprehensiveness and state it as a goal; depersonalize

Step 2: Surface Interests and Needs: different types of interests- can surface them by asking self and others what I want and why

Step 3: Generate Alternative Solutions:

Step 4: Evaluate and Select Alternatives:

Question 4

Describe step 1

Answer 4

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 to Attaining This Goal

Depersonalize the Problem

Separate the Problem Definition from the Search for Solutions

Question 5

Describe Step 2: Surface Interests and Needs

Answer 5

Types of Interests

Some Observations on Interests:

1. There is almost always more than one type of interest underlying a negotiation
2. Parties can have different types of interests at stake
3. Interests often stem from deeply rooted human needs or values
4. Interests can change.

5.Surfacing interests.

Question 6

Describe Step 3: Generate Alternative Solutions

Answer 6

A. Inventing Options by Redefining the Problem or Problem Set:

1. Logroll- find more than one issue and to have different priorities for those issues
2. Expand the Pie- add more resources so that both parties can better benefit
3. Modifying the Resource Pie
4. Find a Bridge Solution- inventing new options that meet all their respective needs they have created a bridge solution
5. Nonspecific Compensation- Another way to generate alternatives is to allow one
   person to obtain his objectives and compensate the other person for accommodating his
   interests.
6. Cut the Costs for Compliance
7. Superordination
8. Compromise

B. Generating Alternative Solutions to the Problem as Given
1. Brainstorming(and its 4 rules)
-avoid judging or evaluating solutions
-depersonalize
-be exhaustive in the brainstorming
-Ask outsiders

2. Surveys
3. Electronic Brainstorming

Question 7

Describe step 4 Evaluate and Select Alternatives

Answer 7

Narrow the Range of Solution Options

Evaluate Solutions on the Basis of Quality, Standards, ad Acceptability

Agree to the Criteria in Advance of Evaluating Options

Be willing to justify Personal Preferences

Be alert to the Influence of Intangibles in Selecting Options

Use subgroups to Evaluate Complex Options

Take Time Out to Cool Off

Explore Different Ways to Logroll

Keep Decisions Tentative and Conditional until All Aspects of the Final Proposal Are
Complete

Minimize Formality and Record Keeping until Final Agreements Are Closed

Question 8

Explain Exploring different ways to Logroll

Answer 8

1. Explore Differences in Risk Preference
2. Explore Differences in Expectations
3. Explore Differences in Time Preferences

Question 9

Factors That Facilitate Successful Integrative Negotiation

Answer 9

Some common objective or goal

Faith in One’s 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

Question 10

How to enhance Motivation and commitment to problem solving

Answer 10

1. Negotiators can recognize that they share a common fate and discuss that there
   is more to be gained by working together than by working separately
2. Negotiators can engage in commitments to each other before the negotiations
   begin; such commitments have been called presettlement settlements

Negotiators could create an umbrella agreement that provides a framework for future
discussions

Question 11

presettlement settlements are
distinguished by three major characteristics:

Answer 11

a. The settlement results in a firm, legally binding written agreement between the
parties (it is more than a gentlemen’s agreement).

b. The settlement occurs in advance of the parties undertaking full-scale negotiations, but the parties intend that the agreement will be replaced by a more clearly
delineated long-term agreement that is to be negotiated.

c. The settlement resolves only a subset of the issues on which the parties disagree
and may simply establish a framework within which the more comprehensive
agreement can be defined and delineated.

Question 12

Stefanos Mouzas suggests that umbrella agreements (from enhancing motivation and commitment point) manage three negotiation challenges:

Answer 12

a. Umbrella agreements allow flexibility when the negotiating relationship between
the parties is evolving.
b. Umbrella agreements provide flexibility for claiming value when the actual
future gains are not known at the time of the negotiation.
c. Umbrella agreements can be used when all the issues and contingencies have yet
to be identified but the parties know they wish to work together.

Question 13

Deepak Malhotra and Max Bazerman suggest three tactics to elicit information from
the other negotiator when he or she mistrusts you:

Answer 13

1. Share information and encourage reciprocity
2. Negotiate multiple issues simultaneously.
3. Make multiple offers at the same time

Question 14

Define Clear and Accurate Communication &

An understanding of the Dynamics of Integrative Negotiation

Answer 14

Clear and accurate communication:

Dynamics of integrative negotiation: