Coalitions, Multiple Parties and Teams CHAPTER NINE Coalitions, Multiple Parties and Teams

The Three Situations that Involve Multiple Parties 1. Coalitions More than two parties are negotiating Each striving to achieve their own individual objectives Coalitions form to achieve these objectives 2. Multiparty Negotiation Multiple parties are negotiating and attempting to achieve group consensus 3. Inter-team Negotiation Multiple teams are present on each “side” of a two party negotiation.

Coalitions in Negotiations What Is a Coalition? Attributes: Interacting groups of individuals Deliberately constructed and issue oriented Exist independent of formal structure Lack formal structure Focus is on a goal(s) external to the coalition Require concerted member action Members are trying to achieve outcomes that satisfy the interests of the coalition

Types of Coalitions Potential coalition An emergent interest group Has the potential to become a coalition but has not yet done so Two forms: Latent coalitions Emergent interest group that has not yet formed Dormant coalitions Interest groups that previously formed, currently inactive

Types of Coalitions Operating coalition Currently operating, active, and in place Two forms: Established coalitions Relatively stable, active, and ongoing Temporary coalition Operates for a short time Focused on a single issue or problem

Types of Coalitions Recurring coalitions Started as temporary, but then determine that the issue or problem does not remain resolved Need to remobilize every time the presenting issue requires collective attention

Understanding When and Why Coalitions Form To pool efforts and resources in pursuit of common or overlapping goals How/Why coalitions formed is studied by: A Classic Coalition Game: The 4–3–2 game Real World examples: The EEC

How Coalitions Develop Coalitions Start with a Founder Successful founders have extensive networks Founders’ benefits from early coalitions are likely to be small Coalitions Build by Adding One Member at a Time The founder can benefit if he or she understands the others’ interests

How Coalitions Develop Coalitions Need to Achieve Critical Mass “Joining threshold” A minimum number of people Others join because their current friends and associates are already members Weak Ties Can Be Strong Weak = Casual acquaintances Strong = Deeper relationships Founders who have a large, diverse network of weak ties are often in a better situation to form a coalition than those who have a small, uniform network of strong ties

How Coalitions Develop Many Successful Coalitions Form Quietly and Disband Quickly Successful coalitions are often drawn together quickly around key issues Mobilize simply to of endorse or block a particular course of action

Standards for Coalition Decision Making Coalition decision rules Criteria to determine who receives what Three criteria: Equity standard Those who contributed more should receive more (in proportion to the contribution made) Equality standard Everyone should receive the same Need standard Parties should receive more in proportion to some demonstrated need for the resource

Power and Leverage in Coalitions Where is the strength in coalitions? Strength-is-weakness Given: a) Any winning coalition obtains the same payoff b) The actors are interchangeable The advantage is with those who: Contribute the least, Have the least power, Exert the least influence Strength is strength The more resources a party holds or controls, the more likely he or she will receive a bigger payoff

Power and Leverage in Coalitions How is power related to coalition formation? Strategic power Derives on the availability of alternative coalition partners Normative power Derives from what parties consider to be a fair or just distribution of the outcomes Relationship-based power Shaped by the compatibility of preferences between parties

How to Build Coalitions-Practical Advice Say no when you mean no Share as much information as possible Use language that describes reality Avoid repositioning for the sake of acceptance

Prospective Coalition Member Roles

Prospective Coalition Member Roles Allies Parties who are in agreement with a negotiator’s goals and vision, and whom the negotiator trusts Opponents People with whom a negotiator has conflicting goals and objectives, but who can be trusted to be principled and candid in their opposition Bedfellows   Parties with whom a negotiator has high agreement on the vision or objectives, but low to moderate levels of trust

Prospective Coalition Member Roles (cont.) Adversaries Negotiators are low in agreement and low in trust Fence Sitters Parties who will not take a stand one way or the other Fear taking a position because it could lock them in, be politically dangerous, or expose them to risk

The Nature of Multiparty Negotiations Differences Between Two-Party and Multiparty Negotiations: Number of Parties Informational and Computational Complexity Social Complexity Procedural Complexity Strategic Complexity

Managing Multiparty Negotiations The Prenegotiation Stage The Formal Negotiation Stage The Agreement Phase

The Prenegotiation Stage Establishing Participants Establishing Coalitions Defining Group Member Roles Understanding the Costs and Consequences of No Agreement Understanding the Decision Rule Learning the Issues and Constructing an Agenda

The Prenegotiation Stage An Agenda: The issues that will be discussed How each issue is discussed The order in which issues are discussed Introduce process issues (decision rules, discussion norms, member roles, discussion dynamics), and substantive issues Assign time limits to various items

The Formal Negotiation Stage Appoint an appropriate chair Use and restructure the agenda Ensure Diversity of Information and Perspectives

The Formal Negotiation Stage (cont.) Ensure consideration of all available information The Delphi Technique An initial questionnaire, sent to all parties, asking for input Brainstorming Define a problem and generate as many solutions as possible without criticizing any of them Nominal Group Technique Brainstormed list of solutions ranked, rated, or evaluated

The Formal Negotiation Stage(cont.) Review and Manage the Decision Rules insert table 9.1 Strive for a First Agreement

The Agreement Phase Select one or more of the options Shape a tentative agreement Discuss follow-up Thank the group Conduct a postmortem

Inter-term Negotiations Integrative agreements more likely with teams Teams are more competitive and may claim more value Accountability pressures are different for teams Relationship among team members affects negotiation process and outcomes