3StrategyandTacticsofIntegrativeNegotiation.pptx
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1、LOGO3 Strategy and Tactics of Integrative NegotiationDu Xiao-rong3.1 What is Integrative negotiationvThe fundamental structure of an integrative negotiation(is also known as cooperative,collaborative,win-win,mutual gain)is such that it allows both side to achieve their objectives.When parties have d
2、ifferent strengths of preferences across multiple negotiation issues,an integrative,win-win agreement is possible.vSeparate the people from the problemsvFocus on interests,not positionsPosition What you say you wantInterest Why do you want what you want3.2 Key Principles in Integrative NegotiationA
3、good negotiator should1.Never take positions for granted2.Look for underlying interests3.2 Key Principles in Integrative NegotiationCase:Territory negotiation between Israel and Egypt Since the 1967 war between Israel and Egypt,Israel had overtaken the Naci Peninsula from Egypt.In 1978 the two natio
4、ns began to negotiate this territory issue.Israel insisted on overtaking the peninsula while Egypt persisted in each inch of the land should be returned to Egypt.Can you push the negotiation go ahead.What should you do?vInvent options for mutual gainQuestion Does a stronger position mean the more op
5、tions you have?The success of integrative negotiation depends onthe search for solutions that meet the needs and objectives of both sides.3.2 Key Principles in Integrative NegotiationvInsist on using objective criteriaCase:The insurance claiming after a traffic accidentIndependent standards:1.Market
6、 value 2.Industry standard 3.Precedent3.2 Key Principles in Integrative Negotiation3.3 Key Steps in the Integrative Negotiation ProcessvIdentify and define the problem Case:In a large electronics plant,there was considerable difficulty with one of the subassemblies used in the final assembly departm
7、ent.Various pins and fittings that held the assembly in place were getting bent and distorted.When this happened to a unit,it would be laid aside as a reject.At the end of the month these rejects would be returned to the subassembly be reworked.3.3 Key Steps in the Integrative Negotiation ProcessCon
8、flicts:1.The reworking effort had to be done in a rush and on overtime.2.The cost of the reworking did not fit into the standard cost allocation system.Solution:1.Returning damaged assemblies in small batches,allowing them to be worked on during the slack time periods in the subassembly department.2
9、.Temporarily transferring some workers in the final assembly department to learn more about the subassembly department.Define the problem in a way that is mutually acceptable to both sides.State the problem with an eye toward practicality and comprehensiveness.3.3 Key Steps in the Integrative Negoti
10、ation ProcessNote:Problem definition should be separate from any effort to generate or choose alternatives from parties impatient with careful integrative negotiation.Stating the problem as succinctly as possible while at the same time ensuring that the most important dimensions and elements are inc
11、luded in the definition.State the problem as a goal and identify the obstacles to attaining this goal.Depersonalize the problem.Separate the problem definition from the search for solutions.“We have different viewpoints on this problem.”3.3 Key Steps in the Integrative Negotiation ProcessvUnderstand
12、 the problem fully identify interests and needsInterests are underlying concerns,needs,desires or fears that motivate a negotiator to take a particular position.3.3 Key Steps in the Integrative Negotiation Process3.3 Key Steps in the Integrative Negotiation ProcessCase:Two men quarreled in library.O
13、ne wanted the window open to get some fresh air.And the other wanted it closed to avoid the draft.They bicker back and forth about how much to leave it open.The positions are“window open”and“window closed”.The interests are“to get some fresh air”and“to avoid the draft”ExerciseRecruiter:What were you
14、 thinking about as a starting salary?Applicant:I would like$40,000.Recruiter:We can only offer$35,000.Applicant:Thats not acceptable.3.3 Key Steps in the Integrative Negotiation ProcessPositions Now revise their dialogue to help them focus on interests:Recruiter:$40,000 is a problem for our company.
15、Can you tell me why you decided you wanted$40,000.Applicant:Well,I have lots of education loans to pay off,and I will need to pay for a few more courses to finish my degree.I cant afford to pay these bills and live comfortably for less than$40,000.3.3 Key Steps in the Integrative Negotiation Process
16、Recruiter:Our co.has a program to help new employees refinance their education loans.And we have a grogram to provide tuition assistance for new courses if the courses you need to take are related to your job.Would these programs help you with your problems?Applicant:Yes!3.3 Key Steps in the Integra
17、tive Negotiation Process Solution:The recruiter was able to bring the applicants interests paying off education loans and future education costs to the surface and offer a financial package that met the needs of both the recruiters company and the applicant.3.3 Key Steps in the Integrative Negotiati
18、on ProcessTypes of interests (1)Substantive interests:Related to the focal issues under negotiation.(2)Process interests:Related to the way a dispute is settled.(3)Relationship interests:One or both parties value their relationship with each other and do not want to take actions that will damage it.
19、3.3 Key Steps in the Integrative Negotiation Process (4)Interests in principles:Certain principles that are deeply held by the parties and serve as the dominant guides to their action.3.3 Key Steps in the Integrative Negotiation Process E.g.Three students(who are also good friends)collaborate on an
20、essay and submit it for a major prize competition.Two of the students contributed equally,and together they did 90%of the work.The three students win the prize of$300.How to split the prize money?3.3 Key Steps in the Integrative Negotiation ProcessNote:Each type may be(1)Either intrinsic:the parties
21、 value it for its essence.(2)Or instrumental:the parties value it because it helps them derive other outcomes in the future.Some observations on interests (1)There is almost always more than one type of interest underlying a negotiation.(2)Interests can change.(3)Surfacing interestsNote:Surfacing in
22、terests is not always easy or to ones best advantage.3.3 Key Steps in the Integrative Negotiation ProcessNote:The categories of interests are not exclusive.Respect needsRespect needsPhysiological needsPhysiological needsSafety needsSafety needsq Affirmation needsAffirmation needsSelf-actualization n
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