1. Strategizing, Framing, and Planning
CHAPTER TWO
Strategizing, Framing,
and Planning

2. Goals-The Objectives That Drive A Negotiation Strategy
Setting goals are the first step in the negotiation process
The goals set have direct and indirect effects on the negotiators strategy

3. The Direct and Indirect Effects of Goals on Strategy
Wishes are not goals
Our goals are often linked to the other party’s goals
There are limits to what our goals can be
Effective goals must be concrete/specific
Indirect effects
Forging an ongoing relationship

4. Strategy The overall plan to achieve one’s goals in a negotiation
The action sequences that will lead to the accomplishment of those goals

5. Strategy, Tactics or Planning?
Strategy: The overall plan to achieve one’s goals in a negotiation
Tactics: Short-term, adaptive moves designed to enact or pursue broad strategies
Tactics are subordinate to strategy
Tactics are driven by strategy
Planning: The “action” component of the strategy process; i.e. how will I implement the strategy?

6. Strategic Options
Per Dual Concerns Model, choice of strategy is reflected in the answers to two questions:
How much concern do I have in achieving the outcomes at stake in the negotiation?
How much concern do I have for the current and future quality of the relationship with the other party?

7. Dual Concerns Model Avoidance: Don’t negotiate
Competition: I win, you lose
Collaboration: Win-win
Accommodation: I lose, you win

8. Defining the Issues-The Process of “Framing” the Problem
Framing is about focusing, shaping and organizing the world around us
Because people have different backgrounds, experiences, expectations, and needs, they frame people, events and processes differently

9. Why Frames are Critical
Negotiators who understand framing may understand how to have more control over the negotiation process
Frames may be malleable and, if so, can be shaped or reshaped during negotiation
Frames shift and change as the negotiation evolves

10. Frames as Categories of Experience
1 Substantive
What the conflict is about
2 Outcome
The predispositions the parties have to achieving a specific result
3 Aspiration
Predispositions the parties have towards satisfying a broader set of interests
4 Conflict Management Process
How the parties will go about resolving their dispute

11. Frames as Categories of Experience (cont.)
5 Identity
How the parties define “who they are”
6 Characterization
How one party defines the other party
7 Loss-gain
How the parties view the risks of particular outcomes

12. Insights about Frames Negotiators can use more than one frame
Mismatches in frames between parties are sources of conflict
Particular types of frames may lead to particular types of agreements
Specific frames may be likely to be used with certain types of issues
Value differences between parties may lead the parties to adopt different frames

13. Interest, Rights, Power
Another approach to frames suggests parties use one of these three frames:
Interests:
Concerned about needs, desires or wants
Rights:
Concerned about who is right
Power:
Resolving a negotiation on the basis of power

14. Frames as a Process of Issue Development
The definitions of issues often changes as the conflict evolves (Patterns of Change)
The manner in which the thrust, tone and focus of a negotiation change is called reframing

15. Getting Ready to Implement the Strategy: The Planning Process
Define the issues
Assembling the Issues and Defining the Bargaining Mix
The bargaining mix is the combined list of issues
Defining Your Interests
Why you want what you want

16. Getting Ready to Implement the Strategy: The Planning Process
Know Your Limits and Alternatives
Set Targets and Openings
Target is outcome realistically expected
Opening is best that can be achieved
Assess Own Constituents
Who else do I have to consider?
Analyze the Other Party
Why do they want what they want?

17. Getting Ready to Implement the Strategy: The Planning Process
What strategy do I want to pursue?
How will I present issues to the other party?
How can I present my case clearly and refute the other parties arguments?
What protocol needs to be followed in this negotiation?
Agenda, location, time period, other parties, what if negotiations fail?, keeping track of what is agreed to