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CHAPTERTHREEStrategyandTacticsofIntegrativeNegotiationMcGraw-Hill/IrwinCopyright?2011byTheMcGraw-HillCompanies,Inc.Allrightsreserved.3-2WhatMakesIntegrative

NegotiationDifferent?FocusoncommonaltiesratherthandifferencesAddressneedsandinterests,notpositionsCommittomeetingtheneedsofallinvolvedpartiesExchangeinformationandideasInventoptionsformutualgainUseobjectivecriteriatosetstandards3-3OverviewoftheIntegrativeNegotiationProcessCreateafreeflowofinformationAttempttounderstandtheothernegotiator’srealneedsandobjectivesEmphasizethecommonaltiesbetweenthepartiesandminimizethedifferencesSearchforsolutionsthatmeetthegoalsandobjectivesofbothsides3-4KeyStepsintheIntegrativeNegotiationProcessIdentifyanddefinetheproblemUnderstandtheproblemfullyidentifyinterestsandneedsonbothsidesGeneratealternativesolutionsEvaluateandselectamongalternatives3-5ClaimingandCreatingValue3-6IdentifyandDefine

theProblemDefinetheprobleminawaythatismutuallyacceptabletobothsidesStatetheproblemwithaneyetowardpracticalityandcomprehensivenessStatetheproblemasagoalandidentifytheobstaclesinattainingthisgoalDepersonalizetheproblemSeparatetheproblemdefinitionfromthesearchforsolutions3-7UnderstandtheProblemFully—

IdentifyInterestsandNeedsInterests:theunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatorSubstantiveinterestsrelatetokeyissuesinthenegotiationProcessinterestsarerelatedtothewaythedisputeissettledRelationshipinterestsindicatethatoneorbothpartiesvaluetheirrelationshipInterestsinprinciple:doingwhatisfair,right,acceptable,ethicalmaybesharedbytheparties3-8ObservationsonInterestsThereisalmostalwaysmorethanonePartiescanhavedifferentinterestsatstakeOftenstemfromdeeplyrootedhumanneedsorvaluesCanchangeNumerouswaystosurfaceinterestsSurfacinginterestsisnotalwayseasyortoone’sbestadvantage3-9GenerateAlternativeSolutionsInventoptionsbyredefiningtheproblemset:CompromiseLogrollModifythepieExpandthepieFindabridgesolutionCutthecostsforcomplianceNonspecificcompensationSubordinationGenerateoptionstotheproblemasagiven:BrainstormingSurveysElectronicbrainstorming3-10EvaluateandSelectAlternativesNarrowtherangeofsolutionoptionsEvaluatesolutionson:QualityObjectivestandardsAcceptabilityAgreetoevaluationcriteriainadvanceBewillingtojustifypersonalpreferencesBealerttotheinfluenceofintangiblesinselectingoptionsUsesubgroupstoevaluatecomplexoptions3-11EvaluateandSelectAlternativesTaketimeto“cooloff”ExploredifferentwaystologrollExploitdifferencesinexpectationsandrisk/timepreferencesKeepdecisionstentativeandconditionaluntilafinalproposaliscompleteMinimizeformality,recordkeepinguntilfinalagreementsareclosed3-12FactorsThatFacilitateSuccessfulIntegrativeNegotiationSomecommonobjectiveorgoalFaithinone’sownproblem-solvingabilityAbeliefinthevalidityofone’sownpositionandtheother’sperspectiveThemotivationandcommitmenttowork

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