列維奇商務(wù)談判第8版英文教師手冊IMChap03Lewicki8e

Chapter3

StrategyandTacticsofIntegrativeNegotiation

ChapterOverview

Thefundamentalstructureofintegrativenegotiationallowsbothsidestoachievetheirobjectives.

Thegoalsofthepartiesinintegrativenegotiationarenotmutuallyexclusive.

Althoughthesituationmayinitiallyappeartothepartiestobewin-lose,discussionandmutualexplorationwilloftensuggestalternativeswherebothpartiescangain.

Adescriptionoftheeffortsandtacticsthatnegotiatorsusetodiscoverthesealternativesisthemajorpartofthischapter.

ImportantcharacteristicsofintegrativenegotiatorsarelistedinBox3.1.

Evenwell-intentionednegotiatorscanmakethefollowingthreemistakes:

Failingtonegotiatewhentheyshould

Negotiatingwhentheyshouldnot

Negotiatingwhentheyshouldbutchoosinganinappropriatestrategy

AssuggestedbythedualconcernsmodeldescribedinChapter1,beingcommittedtotheotherparty,sinterestsaswellastoyourownmakesproblemsolvingthestrategyofchoice.

Inmanynegotiations,allpartiescangain

Ratherthanassumethatnegotiationsarewin-losesituations,negotiatorscanlookforwin-winsolutions—andoftentheywillfindthem.

Integrativenegotiation—variouslyknownascooperative,collaborative,win-win,mutualgains,orproblemsolving—isthefocusofthischapter.

LearningObjectives

Understandthebasicelementsofintegrativenegotiation.

Explorethestrategyandtacticsofintegrativenegotiation.

Considerthekeyfactorsthatfacilitatesuccessfulintegrativenegotiation.

Gainanunderstandingofwhysuccessfulintegrativenegotiationsareoftendifficulttoachieve.

1

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

ChapterOutline

AnOverviewoftheIntegrativeNegotiationProcess

CreatingaFreeFlowofInformation

AttemptingtoUnderstandtheOtherNegotiator,sRealNeedsandObjectives

EmphasizingThingsinCommonbetweenthePartiesandMinimizingtheDifferences

SearchingforSolutionsThatMeettheNeedsandObjectivesofBothSides

KeyStepsintheIntegrativeNegotiationProcess

Step1:IdentifyandDefinetheProblem

Step2:SurfaceInterestsandNeeds

Step3:GenerateAlternativeSolutions

Step4:EvaluateandSelectAlternatives

AssessingtheQualityoftheAgreement

FactorsThatFacilitateSuccessfulIntegrativeNegotiation

SomeCommonObjectiveorGoal

FaithinOne,sProblem-SolvingAbility

TheMotivationandCommitmenttoWorkTogether

Trust

ClearandAccurateCommunication

AnUnderstandingoftheDynamicsofIntegrativeNegotiation

WhyIntegrativeNegotiationIsDifficulttoAchieve

TheHistoryoftheRelationshipbetweentheParties

ABeliefThatanIssueCanOnlyBeResolvedDistributively

TheMixed-MotiveNatureofMostNegotiatingSituations

ShortTimePerspectives

DistributiveBargainingversusIntegrativeNegotiation

ChapterSummary

2

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

AnOverviewoftheIntegrativeNegotiationProcess

Thosewishingtoachieveintegrativeresultsfindthattheymustmanageboththecontextandtheprocessofthenegotiationinordertogainthecooperationandcommitmentofallparties.

Keycontextualfactorsinclude:

oCreatingafreeflowofinformation

oAttemptingtounderstandtheothernegotiator,srealneedsandobjectives

oEmphasizingthingsthatpartieshaveincommon

oSearchingforsolutionsthatmeetthegoalsandobjectivesofbothparties

Managingintegrativenegotiationsinvolvescreatingaprocessto:

oIdentifyanddefinetheproblem

oSurfaceinterestsandneeds

oGeneratealternativesolutions

oEvaluateandselectalternatives

CreatingaFreeFlowofInformation

Effectiveinformationexchangepromotesthedevelopmentofgoodintegrativesolutions.

oForthenecessaryexchangetooccur,negotiatormustbewillingtorevealtheirtrueobjectivesandtolistentoeachothercarefully.

oIncontrast,awillingnesstoshareinformationisnotacharacteristicofdistributivebargainingsituations,inwhichthepartiesdistrustoneanother,concealandmanipulateinformation,andattempttolearnabouttheotherfortheirowncompetitiveadvantage.

Creatingafreeflowofinformationincludeshavingbothpartiesknowandsharetheiralternatives.

oNegotiatorswhoareawareofeachother,salternativestonegotiatedagreementweremorelikelytosoftentheirresistancepoints,improvenegotiatingtrade-offs,andincreasethesizeoftheresourcepiecomparedwithsituationsinwhichoneorbothnegotiatorswerenotawareofthealternatives.

oItisthenegotiatorwiththealternativewhoisresponsibleforexpandingthepie,butbothmembersdetermineitsdistribution.

AttemptingtoUnderstandtheOtherNegotiator’sRealNeedsajCtives

Youmustunderstandtheother,sneedsbeforehelpingtosatisfythem.

Integrativeagreementsarefacilitatedwhenpartiesexchangeinformationabouttheirprioritiesforparticularissues,butnotnecessarilyabouttheirpositionsonthoseissues.

Throughouttheinformationsharingprocess,negotiatorsmustmakeatrueefforttounderstandwhattheothersidereallywantstoachieve.

oThisisincontrasttodistributivebargaining,wherenegotiatorseithermakenoefforttounderstandtheotherside,sneedsandobjectivesordosoonlyto

3

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

challenge,undermine,orevendenytheotherpartytheopportunitytohavethoseneedsandobjectivesmet.

Themoreexperiencedpartymayneedtoassistthelessexperiencedpartyindiscoveringtheirunderlyingneedsandinterests.

EmphasizingThingsinCommonbetweenthePartiesandMinimizingtheDifferences

?Tosustainafreeflowofinformationandanefforttounderstandtheother,sneedsandobjectives,negotiatorsmayrequireadifferentoutlookorframeofreference.oIndividualgoalsmayneedtoberedefinedthroughcollaborativeeffortsdirectedtowardacollectivegoal.

oAttimes,thecollectivegoalisclearandobvious,andothertimesitisnotclearoreasytokeepinsight.

SearchingforSolutionsThatMeettheNeedsandObjectivesofBothSides

?Thesuccessofintegrativenegotiationdependsonthesearchforsolutionsthatmeettheneedsandobjectivesofbothsides.

oInthisprocess,negotiatorsmustbefirmbutflexible.

■Firmabouttheirprimaryinterestsandneedsbutflexibleabouthowtheseneedsandinterestsaremet.

Alowlevelofconcernfortheother,sobjectivesmaydriveoneoftwoformsofbehavior.

oFirst,negotiatorsmayworktoensurethatwhattheotherobtainsdoesnottakeawayfromtheirownaccomplishments.

oSecond,negotiatorsmayattempttoblocktheotherfromobtainingtheirobjectivesbecauseofastrongdesiretowinortodefeattheopponent.

Incontrast,successfulintegrativenegotiationrequiresbothnegotiatorsnotonlytodefineandpursuetheirowngoalsbutalsotobemindfuloftheother,sgoalsandtosearchforsolutionsthatsatisfybothsides.

oOutcomesaremeasuredbythedegreetowhichtheymeetbothnegotiator,sgoals.

oIftheobjectiveofonepartyissimplytogetmorethantheother,successfulintegrativenegotiationisverydifficult—ifbothstrivetogetmorethantheother,integrativenegotiationmaybeimpossible.

II.KeyStepsintheIntegrativeNegotiationProcess

?Therearefourmajorstepsintheintegrativenegotiationprocess:

oIdentifyanddefinetheproblem

oSurfaceinterestsandneeds

oGeneratealternativesolutionstotheproblem

oEvaluatethosealternativesandselectamongthem.(SeeTable3.1).

■Thefirstthreestepsoftheintegrativenegotiationprocessareimportantforcreatingvalue

4

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

■Thefourthstepoftheprocessinvolvesclaimingvalue-whichinvolvesmanyofthedistributivebargainingskillsdiscussedinChapter2.

?TherelationshipbetweencreatingandclaimingvalueisshowngraphicallyinFigure3.1.oThegoalofcreatingvalueistopushthepotentialnegotiationsolutionstowardtheupperright-handsideofFigure3.1

oWhenthisisdonetothefullestextentpossible,thelineiscalledtheParetoefficientfrontier,anditcontainsapointwhere“thereisnoagreementthatwouldmakeanypartybetteroffwithoutdecreasingtheoutcomestoanyotherparty.

■OnewaytoconceptualizeintegrativenegotiationisthatitistheprocessofidentifyingParetoefficientsolutions.

?Itisimportanttheprocessestocreatevalueprecedethosetoclaimvaluefortworeasons.oThecreating-valueprocessismoreeffectivewhenitisdonecollaborativelyandwithoutafocusonwhogetswhat.

oBecauseclaimingvalueinvolvesdistributivebargainingprocesses,itmayderailthefocusoncreatingvalueandmayevenharmtherelationshipunlessitisintroducedeffectively.

Step1:IdentifyandDefinetheProblem

Theproblemidentificationstepisoftenthemostdifficultone,anditisevenmorechallengingwhenseveralpartiesareinvolved.

Thisisacriticalstepforintegrativenegotiationbecauseitsetsbroadparametersregardingwhatthenegotiationis“about”andprovidesaninitialframeworkforapproachingthediscussion.

oItisimportantthatthisframeworkiscomprehensiveenoughtocapturecomplexitiesofthesituationwhilenotmakingthesituationappearmorecomplexthanitactuallyis.

DefinetheProbleminaWayThatIsMutuallyAcceptabletoBothSides

oAnunderstandableandwidelyheldconcernaboutintegrativenegotiationisthatduringtheproblemdefinitionprocess,theotherpartywillmanipulateinformationtostatetheproblemtotheirownadvantage.

oForpositiveproblemsolvingtooccur,bothpartiesmustbecommittedtostatingtheprobleminneutralterms.

oThepartiesmayberequiredtorevisetheproblemstatementseveraltimesuntiltheyagreeonitswording.

oItiscriticaltonotethatproblemdefinitionis,andshouldbe,separatefromanyefforttogenerateorchoosealternatives-problemsmustbedefinedclearlyatthisstage.

StatetheProblemwithanEyetowardPracticalityandComprehensiveness

oThemajorfocusofanintegrativeagreementistosolvethecoreproblem(s).

Anythingthatdistractsfromthisfocusshouldberemovedorstreamlinedtoensurethisobjectiveisachieved.

5

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

oIftheproblemiscomplex,thepartiesmaynotevenbeabletoagreeonastatementoftheproblem.

Theobjectiveshouldbetostatetheproblemassuccinctlyaspossiblewhileensuringthatthemostimportantdimensionsandelementsareincludedinthedefinition.

Ifthereareseveralissues,thepartiesmaywanttoclearlyidentifyhowtheissuesarelinked.

Thentheycandecidewhethertoapproachthemasdistinctissuesthatmaybepackagedtogetherlaterorinsteadtotreatthemtogetherasasingle,largerproblem.

StatetheProblemasaGoalandIdentifytheObstaclestoAttainingThisGoal

oDefinetheproblemasaspecificgoaltobeattainedratherthanasasolutionprocess.

Concentrateonwhatyouwanttoachieveratherthanhowyouaregoingtoachieveit.

oThenproceedtospecifywhatobstaclesmustbeovercomeforthegoaltobeattained.

Onekeyissueiswhethertheobstaclesspecifiedcanbechangedorcorrectedbynegotiatingparties.

Ifthepartiescannotaddresstheobstacleseffectively,theobstaclesbecomeboundarymarkersfortheoverallnegotiation.

Aclearunderstandingofwhichobstaclesareaddressableandwhicharenotcanbejustascriticaltorealisticintegrativenegotiationasanexplicitawarenessofwhatisnegotiableandwhatisnot.

DepersonalizetheProblem

oWhenengagedinconflict,partiestendtoviewtheirownactions,strategies,andpreferencesinapositivelightandtheotherparty,sactions,strategies,andpreferencesinanegativelight.

Suchevaluativejudgmentscaninterferewithclearanddispassionatethinking.

Tellingtheotherparty“yourpointofviewiswrongandmineisright”inhibitsintegrativenegotiatingasiscombinesattackingtheproblemwithattackingtheothernegotiator.

Incontrast,depersonalizingthedefinitionoftheproblemallowsbothsidestoapproachtheissueasaproblemexternaltotheindividualsratherthanasaproblemthatbelongstoonepartyonly.

SeparatetheProblemDefinitionfromtheSearchforSolutions

oFinally,itisimportantnottojumptosolutionsuntiltheproblemisfullydefined.

Indistributivebargaining,negotiatorsareencouragedtostatetheproblemintermsoftheirpreferredsolutionandtomakeconcessionsbasedonthisstatement.

6

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

Incontrast,partiesengagedinintegrativenegotiationshouldavoidstatingsolutionsthatfavoronesideuntiltheyhavefullydefinedtheproblemandexaminedasmanyalternativesolutionsaspossible.

oInsteadofprematuresolutions,negotiatorsshoulddevelopstandardsbywhichpotentialsolutionswillbejudgedforhowwelltheyfit.

oDevelopingstandardsandusingthemasmeasuresforevaluatingalternativeswillhelpnegotiatorsavoidasingle-minded,tunnel-visionapproach.

Withstandardsthatbothpartiesaccept,itbecomeseasiertodifferentiateaparticularfavoritealternativefromonethatmaybelessfavorableindividuallybutthatwillaccomplishacollaborative,integrativeresolution.

Step2:SurfaceInterestsandNeeds

?Akeytoachievinganintegrativeagreementistheabilityofthepartiestounderstandandsatisfyeachother,sinterests.

oIdentifyinginterestsisacriticalstepintheintegrativenegotiationprocess.

oInterestsaretheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeaparticularposition.

Considerthestoryoftwomenquarrelinginalibrary—onewantingthewindowopen,theotherwantingitclosed.

Thelibrarianasksonewhytheywantthewindowopen—“Togetfreshair.”

Sheaskstheotherwhyhewantsitclosed—“Toavoidthedraft.”

Sheopensawindowinanotherroom,providingfreshairbutavoidingadirectdraft.

Thisexamplerevealstheessenceofthedifferencebetweeninterestsandpositions.

Thepositionsare“windowopen”and“windowclosed.”

Iftheycontinuetopursuepositionalbargaining,outcomescanincludeonlyavictoryforoneortheother.

Thelibrarian,squestionstransformthedisputebyfocusingonwhyeachmanwantsthewindowopenorclosed.

oInthisexample,thekeywordiswhy.

Indistributivebargaining,negotiatorstradepositionsbackandforth,attemptingtoachieveasettlementasclosetotheirtargetsaspossible.

Inintegrativenegotiation,bothnegotiatorsneedtopursuetheother,sthinkingandlogictodeterminethefactorsthatmotivatedthemtoarriveattheirgoals.?Thepresumptionisthatifbothpartiesunderstandthemotivatingfactorsfortheother,theymayrecognizepossiblecompatibilitiesinintereststhatpermitthemtoinventnewoptionsthatbothwillendorse.

TypesofInterests

oThereareseveraltypesofinterestsandeachtypemaybe

Intrinsic—thepartiesvalueitinandofitself,or

Instrumental—thepartiesvalueitbecauseithelpsthemderiveotheroutcomesinthefuture.

7

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-Hill

Education.

oSubstantiveinterestsarerelatedtofocalissuesundernegotiation

Economicandfinancialissues,suchaspriceorrate,or

Thesubstanceofanegotiation,suchasthedivisionofresources

Thesemaybeintrinsicorinstrumentalorboth

oProcessinterestsarerelatedtohowthenegotiationunfolds.

Onepartymaypursuedistributivebargainingbecausetheyenjoythecompetitivegame,othersmayenjoyintegrativenegotiatingbecausetheygettheopportunitytovoicetheiropinions.

Processinterestscanbebothintrinsicandinstrumental.

oRelationshipinterestsinvolvethevalueoftheongoingrelationshipbetweenthepartiesandthefutureofthatrelationship.

Intrinsicrelationshipinterestsexistwhenthepartiesvaluetherelationshipbothforitsexistenceandforthepleasureorfulfillmentthatsustainingitcreates.

Instrumentalrelationshipinterestsexistwhenthepartiesderivesubstantivebenefitsfromtherelationshipanddonotwishtoendangerfuturebenefitsbysouringit.

oInterestsinprinciplearecertainprinciples-concerningwhatisfair,whatisright,whatisacceptable,whatisethical,orwhathasbeendoneinthepastandshouldbedoneinthefuture-maybedeeplyheldbythepartiesandserveasthedominantguidestotheiractions.

Theseprinciplesofteninvolveintangiblefactors.

Interestsinprinciplescanbeintrinsicorinstrumental.

oBringinginterestsinprinciplestothesurfacewillleadnegotiatorstodiscussexplicitlytheprinciplesatstakeandinventsolutionsconsistentwiththem.

SomeObservationsonInterests

oThereisalmostalwaysmorethanonetypeofinterestunderlyinganegotiation.

Partieswilloftenhavemorethansubstantiveinterestsabouttheissues.

Itmaybetheprocess,therelationship,ortheprinciplesatstake.

oPartiescanhavedifferenttypesofinterestsatstake.

Onepartymaycareabouttheissues,theothertheprocess.

Bringingdifferentintereststothesurfacemayenablethepartiestoseethattheycareaboutdifferentthingsandtheymayinventsolutionsthataddresstheinterestsofbothnegotiators.

oInterestsoftenstemfromdeeplyrootedhumanneedsorvalues.

Someexpertssuggestthatframeworksforunderstandingbasichumanneedsandvaluesarehelpfulforunderstandinginterests.

OnehasproposedaneedtheoryofnegotiationbasedonMaslow,swell-knownhierarchyofneeds.

Theysuggestthattheintensityofmanyinternationaldisputesreflectsdeepunderlyingneedsforsecurity,protectionofethnicandnationalidentity,andothersuchfundamentalneeds.

oInterestscanchange.

Likepositions,interestscanchangeovertime.

8

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

Negotiatorinteractionmayputsomeintereststorest,butitmayraiseothers.

Negotiatorsmustconstantlybeattentivetochangesintheirowninterestsandtheinterestsoftheotherside.

oSurfacinginterests.

Sometimespeoplearenotevensureabouttheirowninterests.

Negotiatorsshouldaskthemselves:

WhatdoIwantfromthisnegotiation?

WhydoIwantthat?

Whyisthatimportanttome?

Whatwillachievingthathelpmedo?

WhatwillhappenifIdon,tachievemyobjective?

Listeningtoyourowninnervoicesisimportantinordertobringyourowninteresttothesurface.

Thesamedialogueisessentialinclarifyingtheotherparty,sinterests.

?Askprobingquestionsandpaycarefulattentiontotheotherparty'slanguage,emotions,andnonverbalbehavior.

oSurfacinginterestsisnotalwayseasyortoone,sbestadvantage.

Criticsofthe“interestsapproach”tonegotiationhaveidentifiedthedifficultyofdefininginterestsandtakingthemintoconsideration.

Insomecases,partiesdonotpursuetheirownbestobjectiveinterestsbutinsteadfocusononeormoresubjectiveinterests,whichmaymisleadtheotherparty.

C.Step3:GenerateAlternativeSolutions

Thesearchforalternativesisthecreativephaseofintegrativenegotiation.

oOncethepartiesagreeonacommondefinitionoftheproblemandunderstandeachother,sinterests,theycanproceedtogeneratealternativesolutions.

oTheobjectiveistocreateavarietyofoptionsorpossiblesolutionstotheproblem;evaluatingandselectingfromamongthoseoptionswillbethetaskinthefinalphase.

Severaltechniquesareavailable,fallingintotwogeneralcategories.

oThefirstrequiresthenegotiatorstoredefine,recast,orreframetheproblemtocreatewin-winalternativesoutofwhatearlierappearedtobeawin-loseproblem.

oThesecondtakestheproblemasgivenandcreatesalonglistofoptionsfromwhichthepartiescanchoose.

Inintegrativenegotiationoveracomplexproblem,bothtypesoftechniquesmaybeused,andevenintertwined.

InventingOptions:GeneratingAlternativeSolutionsbyRedefiningProblem/ProblemSet

oThetechniquesinthiscategorycallforthepartiestodefinetheirunderlyingneedsandtodevelopalternativestomeetthem.

oTheauthorspresenteightmethodsforgeneratingalternativesolutionsbyredefiningtheproblemorproblemset.

9

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

Eachmethodrefocusestheissuesunderdiscussionandrequiresprogressivelymoreinformationabouttheotherside,strueneeds.

Solutionsmovefromsimpler,distributiveagreementstomorecomplexandcomprehensive,integrativeones,andthereareseveralpathstofindingjointgain.

Logroll

oSuccessfullogrollingrequiresthepartiestofindmorethanoneissueinconflictandtohavedifferentprioritiesforthoseissues.

oThepartiesthenagreetotradeoffamongtheseissuessothatonepartyachievesahighlypreferredoutcomeonthefirstissueandtheotherpersonachievesahighlypreferredoutcomeonthesecondissue.

oIfthepartiesdo,infact,havedifferentpreferencesondifferentissuesandeachpartygetstheirpreferredoutcomeonahigh-priorityissue,theneachshouldreceivemoreandthejointoutcomesshouldbehigher.

oLogrollingisfrequentlydonebytrialanderror—aspartoftheprocessofexperimentingwithvariouspackagesofoffersthatwillsatisfyeveryoneinvolved.

Researchsuggeststhatnegotiatorsreachbetteragreementsasthenumberofissuesbeingnegotiatedincreases.

Ifitappearsinitiallythatonlyoneissueisatstake,thepartiesmayneedtoengagein“unbundling”or“unlinking,”whichistheprocessofseparatingasingleissueintotwoormoreissuessothatthelogrollingmaybegin.

ExpandthePie

oManynegotiationsbeginwithashortageofresourcesanditisnotpossibleforbothsidestosatisfytheirinterestsorobtaintheirobjectivesunderthecurrentconditions.

oAsimplesolutionistoaddresources—expandthepie—insuchawaythatbothsidescanachievetheirobjectives.

oInexpandingthepie,onepartyrequiresnoinformationabouttheotherpartyexcepttheirinterests,itisasimplewaytosolveresourceshortageproblems.

oInaddition,theapproachassumesthatsimplyenlargingtheresourceswillsolvetheproblem.

ModifyingtheResourcePie

oWhileexpandingtheresourcepiemaybeattractive,itdoesnotalwaysworkbecausetheenvironmentmaynotbeplentifulenough.

oArelatedapproachistomodifytheresourcepieinawaytosupportbothsides.

FindaBridgeSolution

oWhenthepartiesareabletoinventnewoptionsthatmeetalltheirrespectiveneeds,theyhavecreatedabridgesolution.

oSuccessfulbridgingrequiresafundamentalreformulationoftheproblemsothatthepartiesarenotdiscussingpositionsbut,rather,disclosingsufficient

10

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

informationtodiscovertheirunderlyinginterestsandneedsandtheninventingoptionsthatwillsatisfythoseneeds.

oBridgingsolutionsdonotalwaysremedyallconcernsbutifnegotiatorscommitthemselvestoawin-winnegotiation,bridgingsolutionsarelikelytobehighlysatisfactorytobothsides.

NonspecificCompensation

oAnotherwaytogeneratealternativesistoallowonepersontoobtaintheirobjectivesandcompensatetheotherpersonforaccommodatingtheirinterests.

oCompensationmaybeunrelatedtothesubstantivenegotiation,butthepartywhoreceivesitviewsitasadequateforagreeingtotheotherparty,spreferences.

oFornonspecificcompensationtowork,thepersondoingthecompensatingneedstoknowwhatisvaluabletotheotherpersonandhowseriouslytheyareinconvenienced.

CuttheCostsforCompliance

oThroughcostcutting,onepartyachievestheirobjectivesandtheother,scostsareminimizediftheyagreetogoalong.

oUnlikenonspecificcompensation,wherethecompensatedpartysimplyreceivessomethingforagreeing,costcuttingisdesignedtominimizetheotherparty'scostsforagreeingtoaspecificsolution.

oThetechniqueismoresophisticatedthanlogrollingornonspecificcompensationbecauseitrequiresamoreintimateknowledgeoftheotherparty,srealneedsandpreferences.

Superordination

oSuperordinationsolutionsoccurwhenthedifferencesininterestthatgaverisetotheconflictaresupersededorreplacedbyotherinterests.

Compromise

oAcompromisesolutionwouldnotfurthertheinterestsofeitherparty.

oCompromisesarenotconsideredtobeagoodintegrativestrategyexceptforcircumstanceswherepartiesareveryentrenchedanditisunlikelythatamorecomprehensiveagreementispossible.

Summary

oThesuccessfulpursuitoftheseeightstrategiesrequiresameaningfulexchangeofinformationbetweentheparties.

Thepartiesmusteithervolunteerinformationoraskeachotherquestionsthatwillgeneratesufficientinformationtorevealwin-winoptions.

Table3.2presentsaseriesofrefocusingquestionsthatmayrevealthesepossibilities.

GeneratingAlternativeSolutionstotheProblemasGiven

11

Copyright?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

Inadditiontothetechniquesalreadymentioned,thereareseveralotherapproachestogeneratingalternativesolutions.

oTheseapproachescanbeusedbythenegotiatorsorbyanumberofotherparties,suchasconstituencies,audiences,bystanders,etc.

oSeveraloftheseapproachesarecommonlyusedinsmallgroups.

Brainstorming

oHere,smallgroupsofpeopleworktogenerateasmanypossiblesolutionstotheproblemastheycan.

Someonerecordsthesolutions,withoutcomment,astheyareidentified.

Participantsareurgedtobespontaneous,evenimpractical,andnottocensoranyone,sideas,includingtheirown.

Donotdiscussor