1. Strategy And Tactics of Integrative Negotiation
CHAPTER THREE

2. NEGOTIATION METHODS Distributive Zero-Sum Positional Competitive
Claiming value
Integrated
Win/Win
“Interest Based”
Cooperative
Creating value

3. Getting to Yes The Seven Elements of Negotiation
INTERESTS What do people really want?
OPTIONS What are possible agreements or bits of an agreement?
ALTERNATIVES What will I do if we do not agree?
LEGITIMACY What criteria will I use to persuade each of us that we are not being ripped off?

4. The Seven Elements of Negotiation (cont’d)
COMMUNICATION Am I ready to listen and talk effectively?
RELATIONSHIP Am I ready to deal with the relationship?
COMMITMENT What commitments should I seek or make?

5. PROCESSES THAT DISTINGUISH INTEGRATIVE FROM DISTRIBUTIVE NEGOTIATION
Flow of information
Free & open flow; share information openly
Conceal information, or use it selectively or strategically
Understanding the other
Attempt to understand what the other side really wants & needs
Make no effort to understand, or use the information to gain strategic advantage
Attention to commonalities and differences
Emphasize common goals, objectives, interests
Emphasize differences in goals, objectives, interests
Focus on solutions
Search for solutions that meet the needs of both (all) sides
Search for solutions that meet own needs or block other from meeting their needs

6. What Makes Integrative Negotiation Different?
Focus on commonalties rather than differences
Address needs and interests, not positions
Commit to meeting the needs of all involved parties
Exchange information and ideas
Invent options for mutual gain
Use objective criteria to set standards

7. Faulty Perceptions of Win-Win Negotiation
Compromise
Even split
Feeling good
Building a relationship

8. Telltale Signs of Win-Win Potential
Does the negotiation contain more than one issue?
Can other issues be brought in?
Can side deals be made?
Do parties have different preferences across negotiation issues?

9. Overview of the Integrative Negotiation Process
Create a free flow of information
Attempt to understand the other negotiator’s real needs and objectives
Emphasize the commonalties between the parties and minimize the differences
Search for solutions that meet the goals and objectives of both sides

10. Key Steps in the Integrative Negotiation Process
Identify and define the problem
Understand the problem fully
identify interests and needs on both sides
Generate alternative solutions
Evaluate and select among alternatives

11. Claiming and Creating Value

12. Identify and Define the Problem
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 in attaining this goal
Depersonalize the problem
Separate the problem definition from the search for solutions

13. Understand the Problem Fully – Identify Interests and Needs
Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator
Substantive interests relate to key issues in the negotiation
Process interests are related to the way the dispute is settled
Relationship interests indicate that one or both parties value their relationship
Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties

14. Generate Alternative Solutions
Invent options by redefining the problem set:
Expand the pie
Logroll
Use nonspecific compensation
Cut the costs for compliance
Find a bridge solution
Generate options to the problem as a given:
Brainstorming
Electronic brainstorming
Surveys

15. Evaluate and Select Alternatives
Narrow the range of solution options
Evaluate solutions on:
Quality
Objective standards
Acceptability
Agree to evaluation criteria in advance
Be willing to justify personal preferences
Be alert to the influence of intangibles in selecting options
Use subgroups to evaluate complex options

16. Evaluate and Select Alternatives
Take time to “cool off”
Explore different ways to logroll
Exploit differences in expectations and risk/ time preferences
Keep decisions tentative and conditional until a final proposal is complete
Minimize formality, record keeping until final agreements are closed

17. Expanding the Pie: More Strategies
Build trust and share information
Ask diagnostic questions
Provide information
Unbundle the issues
Make package deals, not single-issue offers
Make multiple offers simultaneously

18. Expanding the Pie: More Strategies
Structure contingency contracts by capitalizing on differences
Valuation
Expectations
Risk attitudes
Time preferences
Capabilities

19. Factors That Facilitate Successful Integrative Negotiation
Some common objective or goal
Faith in one’s own 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

20. Factors That Facilitate Successful Integrative Negotiation
Trust
Clear and accurate communication
An understanding of the dynamics of integrative negotiation