© 2009 Bird. Not be used or reproduced without permission. International Negotiations - Day Five Professor Allan Bird, Ph.D. University of Missouri-St. Louis St. Louis, MO USA

2 I. Annamay in Mexico Debrief

3 The Individual-Team Objectives Cycle Individual objectives & aspirations Team objectives & aspirations

4 Debriefing In your respective runs, I would like you to do the following: 1.Within your team: What did we do well? Where did we fall short? What’s the takeaway? 2.Within your run: What did the other team do that was effective? Where could they have done better? What opportunities did they miss? 3.Observers: Comment on the strategy sessions and the negotiation. What did each team do well? What recommendations would you make to each team?

5 Timeline Discussion w/ Team 9:45 – 10:00 (e.g., Run #1, Mexico) Discussion w/ Run10:00 – 10:15 (e.g., Run #1, Annamay & Mexico) Comments from Observer 10:15 – 10:30

6 Debriefing In your respective runs, I would like you to do the following: 1.Within your team: What did we do well? Where did we fall short? What’s the takeaway? 2.Within your run: What did the other team do that was effective? Where could they have done better? What opportunities did they miss? 3.Observers: Comment on the strategy sessions and the negotiation. What did each team do well? What recommendations would you make to each team?

7 II. Negotiating Real Life

8 Negotiating Assignment  Select a three-person team to represent the class in negotiating the course requirements and course evaluation components of the class.  Identify the specific details of course requirements and course evaluation to be negotiated.  Conduct a SPIR analysis.  Develop negotiations objectives and a plan for achieving those objectives.

9 Negotiating Procedure  30 minutes to select a negotiating team, set objectives, develop a plan and work out details.  10 minutes to negotiate with Bird  10 minutes of consultation with the class  10 minutes to negotiate with Bird and finalize an agreement If agreement is reached, the negotiating team will draw up a contract to be signed by Bird and the negotiating team

10 Ground Rules During Negotiations  No communication of any type during the negotiation periods except among Bird and the three representatives.  Changes in representatives will not be permitted. A first violation of these rules will result in a warning. A second violation will result in a break-off of negotiations.

11 VI. Albion in China

12 Debriefing In your respective runs, I would like you to do the following: 1.Observers: Comment on the strategy sessions and the negotiation. What did each team do well? What recommendations would you make to each team? 2.Within your team: What did we do well? Where did we fall short? What’s the takeaway? 3.Within your run: What did the other team do that was effective? Where could they have done better? What opportunities did they miss? What’s the takeaway?

13 Simulation Objectives  Put it all together Use everything you’ve learned Be systematic in working through each of the points of concepts  Apply everything you’ve learned to your strategy session and to negotiations!

14 Clarify the Purpose of Negotiations  Negotiation involves two parties trying to solve one or more problems What problem is each team trying to solve? At what level can this negotiation opportunity address the problem?

15 Timeline Briefing/Strategy Session1:30 - 2:20 Break2:20 - 2:30 Negotiation Session2:30 – 3:30 Break3:30 – 3:40 Debriefing3:30 – 4:30

16 VI. Albion in China Debrief

17 VI. Some concluding thoughts

Interest-Based Negotiation Four Principles  Separate the people from the problem  Focus on interests, not positions  Invent options for mutual gain  Insist on objective criteria Roger Fisher & William Ury Getting to Yes. 2 nd ed. New York: Penguin.

Principle 1: Separate the people from the problem  Disentangle the people from the problem  Deal with the people problem: acknowledge perceptions, emotions  Listen actively  Speak to be understood  Speak about yourself, not them

Principle 2: Focus on interests, not positions  Positions: What disputants say they want in a negotiation: a particular price, job, work schedule, change in someone else’s behavior, revised contract provision, etc.  Interests: Underlying desires or concerns that motivate people in particular situations (May sometimes be the same as their positions!)

Focusing on Interests  Problem: barking dog  My interpretation: my neighbor doesn’t care about my needs  My position: quiet the dog  My interest: I need sleep  Issue: how to control the barking

Types of Interests  Substantive: How people describe the issue: barking dogs, cars blocking driveway, dying reefs  Relational: How people think they should be treated or acknowledged.  Procedural: How people think issues should be addressed (e.g. courts, arbitration)

Principle 3: Invent options for mutual gain  Focus on the variety of ways issues/ interests (yours/theirs) might be addressed?  Avoid assuming there’s a single solution  Separate brainstorming from evaluation of options  Don’t assume zero-sum conditions  Think creatively

Principle 4: Insist on objective criteria  Fair standards: market value, precedent, blue book value, professional standards, “best practice,” industry average, equal treatment, etc.  Fair procedures: e.g. last best offers, taking turns, drawing lots

25 Key Learnings The takeaways:  What are the three most useful concepts or ideas that you will apply to future negotiations?  What are the three most important insights you’ve learned about yourself and negotiations?  What will you do differently in negotiations because of this class?

Thank you!