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Chapter 3 - IBC

Chapter 3 discusses integrative negotiation, emphasizing the importance of focusing on commonalities, needs, and interests rather than positions. Key steps include defining problems, understanding interests, generating alternative solutions, and evaluating options to achieve mutually satisfying outcomes. Success factors for integrative negotiation include trust, clear communication, and a commitment to collaboration.

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17 views16 pages

Chapter 3 - IBC

Chapter 3 discusses integrative negotiation, emphasizing the importance of focusing on commonalities, needs, and interests rather than positions. Key steps include defining problems, understanding interests, generating alternative solutions, and evaluating options to achieve mutually satisfying outcomes. Success factors for integrative negotiation include trust, clear communication, and a commitment to collaboration.

Uploaded by

Lê Hoàng Hiền
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Chapter 3

Integrative
Negotiation

Duong N Nguyen, MBA


Integrative Difference
£ Commonalties over
differences
£ Needs & Interests over
Positions
£ Commit to the needs of all
involved parties
£ Exchange information and
ideas
£ Invent options for mutual gain
£ Objective criteria sets
standards 3-2
Integrative Overview

£ Information free flow


£ Mutual understanding:
needs/objectives
£ Commonalities up &
differences down
£ Search for mutually
satisfying solutions

3-3
Integrative Key Steps
Key Steps

Problem
Definition

Evaluate
and Understanding
Choose

Alternative
Solutions
Claiming and Creating Value

3-5
Identify and Define Problem
£ Mutually acceptable
£ Stated with comprehensive practicality
£ Stated as a goal with obstacle
identification
£ Depersonalize
£ Separate the problem from exploring
solutions

3-6
Fully Understand: Interests &
Needs
£ Concerns, needs,
desires or fears
• Substantive = key issues
• Process = path to
settlement
• Relationship interests
indicate values
• Principles: Doing what is
fair, right, acceptable
and ethical 3-7
Observations Interest
£ Multiple, always
£ Diverse interests
£ Deeply held values
£ Change
£ Can be discovered
£ Difficult
£ Not necessarily to
your best advantage
to surface interests
3-8
Generate Alternative Solutions
£ Invent by redefining
• Compromise
• Expand or modify the pie
• Logroll
• Use nonspecific compensation
• Cut the costs for compliance
• Find a bridge solution
• Superordination

3-9
Create Alternative Solutions

£ Option generation
via:
• Brainstorming
• Surveys
• Electronic
brainstorming
Evaluate and Select
£ Narrow the range
£ Evaluate:
• Quality
• Objective standards
• Acceptability
£ Advance criteria agreement
£ Justify personal preferences
£ Intangible awareness options
£ Complexity requires subgroup
evaluation
3-11
Evaluate and Select
£ Cool Off
£ Logroll exploration,
exploiting differences:
• Risk
• Expectation
• Time
£ Tentative until final
£ Informal until final
close
3-12
Success Factors
£ Common objectives
£ Self-confidence (faith,
not ego)
£ Position validity
£ Motivation and
commitment to the
outcome and
collaboration over self
interest 3-13
Success Factors
£Trust

£Clear and accurate


communication
£Understanding the
dynamics of
integrative
negotiation 3-14
Difficulty

£Past history
£Belief of
distributive
£The mixed-
motive nature of
most negotiating
situations
3-15

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