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

2. 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.

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. Prospective Coalition Member Roles

16. 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

17. 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

18. 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

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

20. 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

21. 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

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

23. 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

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

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

26. 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