# data[].attributes.headline
The subjective value of the agreement is more important in integrative negotiations than distributive bargaining because of the long-term relationship between the parties

# data[].attributes.subject
The subjective value of the agreement is more important in integrative negotiations than distributive bargaining because of the long-term relationship between the parties

# data[].attributes.headline
Objective outcomes should be assessed against the extent to which both parties’ interests and needs were met by the agreement

# data[].attributes.subject
Objective outcomes should be assessed against the extent to which both parties’ interests and needs were met by the agreement

# data[].attributes.headline
Effective integrative negotiation requires sufficient time to process information,reach true understanding of one’s own and the other party’s needs, and tomanage the transition from creating value to claiming value.

# data[].attributes.subject
Effective integrative negotiation requires sufficient time to process information,reach true understanding of one’s own and the other party’s needs, and tomanage the transition from creating value to claiming value.

# data[].attributes.headline
Purely integrative or purely distributive negotiation situations are rare. Most situationsare mixed-motive, containing some elements that require distributive bargainingprocesses and others that require integrative negotiation

# data[].attributes.subject
Purely integrative or purely distributive negotiation situations are rare. Most situationsare mixed-motive, containing some elements that require distributive bargainingprocesses and others that require integrative negotiation

# data[].attributes.headline
Conflict dynamics lead negotiators to polarize issues and see them only in win–loseterms. In addition, negotiators may be prone to several cognitive biases orheuristic decision rules that systematically bias their perception of the situation

# data[].attributes.subject
Conflict dynamics lead negotiators to polarize issues and see them only in win–loseterms. In addition, negotiators may be prone to several cognitive biases orheuristic decision rules that systematically bias their perception of the situation

# data[].attributes.headline
The more competitive and conflict-laden their pastrelationship, the more likely negotiators are to approach thecurrent negotiation with a defensive, win–lose attitude

# data[].attributes.subject
The more competitive and conflict-laden their pastrelationship, the more likely negotiators are to approach thecurrent negotiation with a defensive, win–lose attitude

# data[].attributes.headline
The Mixed-Motive Nature of MostNegotiating Situations

# data[].attributes.subject
The Mixed-Motive Nature of MostNegotiating Situations

# data[].attributes.body
Explore Differences in Risk Preference

Explore Differences in Expectations

Explore Differences in Time Preferences

Minimize Formality and Record Keeping until Final Agreements Are Closed

# data[].attributes.headline
A Belief That an Issue Can Only BeResolved Distributively

# data[].attributes.subject
A Belief That an Issue Can Only BeResolved Distributively

# data[].attributes.headline
Be Alert to the Influence of Intangibles in Selecting Options

# data[].attributes.subject
Be Alert to the Influence of Intangibles in Selecting Options

# data[].attributes.headline
The History of the Relationshipbetween the Parties

# data[].attributes.subject
The History of the Relationshipbetween the Parties

# data[].attributes.headline
Integrative negotiation is acollaborative process in which theparties define their commonproblem and pursue strategies tosolve it

# data[].attributes.subject
Integrative negotiation is acollaborative process in which theparties define their commonproblem and pursue strategies tosolve it

# data[].attributes.headline
Be Willing to Justify Personal Preferences 

# data[].attributes.subject
Be Willing to Justify Personal Preferences 

# data[].attributes.headline
Why Integrative Negotiation IsDifficult to Achieve

# data[].attributes.subject
Why Integrative Negotiation IsDifficult to Achieve

# data[].attributes.headline
Agree to the Criteria in Advance of Evaluating Options

# data[].attributes.subject
Agree to the Criteria in Advance of Evaluating Options

# data[].attributes.headline
Negotiators frequently assume that the distributive bargaining process is the only way to approachnegotiations. Several studies indicate that training in integrative negotiation enhances the ability ofthe parties to negotiate integratively

# data[].attributes.subject
Negotiators frequently assume that the distributive bargaining process is the only way to approachnegotiations. Several studies indicate that training in integrative negotiation enhances the ability ofthe parties to negotiate integratively

# data[].attributes.headline
Evaluate Solutions on the Basis of Quality, Standards, and Acceptability 

# data[].attributes.subject
Evaluate Solutions on the Basis of Quality, Standards, and Acceptability 

# data[].attributes.headline
Another precondition for high-quality integrativenegotiation is clear and accurate communication.

# data[].attributes.subject
Another precondition for high-quality integrativenegotiation is clear and accurate communication.

# data[].attributes.body
- They must be willing to reveal what they want and, moreimportant, must be willing to state why they want it inspecific, concrete terms, avoiding generalities andambiguities.
- Negotiators must understand communication. At aminimum, they must understand the meaning they eachattach to their statements; hopefully, the parties eachinterpret the basic facts in the same way
- The communicator must be willing to test whether theother side has received the message that was intended.

# data[].attributes.headline
Make multiple offers at the same time. A third approach to obtaininginformation when the other party is distrusting is to make two or threeoffers at the same time.

# data[].attributes.subject
Make multiple offers at the same time. A third approach to obtaininginformation when the other party is distrusting is to make two or threeoffers at the same time.

# data[].attributes.headline
Negotiate multiple issues simultaneously. Negotiating several offerssimultaneously allows negotiators to identify relative priorities of theother negotiator, as well as obtain some information about hisinterests.

# data[].attributes.subject
Negotiate multiple issues simultaneously. Negotiating several offerssimultaneously allows negotiators to identify relative priorities of theother negotiator, as well as obtain some information about hisinterests.

# data[].attributes.headline
Share information and encourage reciprocity. One approach is tosuggest to the other negotiator that you are willing to describe yourneeds and interests if he agrees to share his as well.

# data[].attributes.subject
Share information and encourage reciprocity. One approach is tosuggest to the other negotiator that you are willing to describe yourneeds and interests if he agrees to share his as well.

# data[].attributes.headline
For integrative negotiation to succeed, the parties must be motivated to collaborate rather than tocompete.

# data[].attributes.subject
For integrative negotiation to succeed, the parties must be motivated to collaborate rather than tocompete.

# data[].attributes.headline
If one challenges the other party’s views, he or she may become angry, defensive, and unproductive in theproblem-solving process

# data[].attributes.subject
If one challenges the other party’s views, he or she may become angry, defensive, and unproductive in theproblem-solving process

# data[].attributes.headline
Integrative negotiation requires negotiators to accept both their own and the other’s attitudes, interests,and desires as valid.

# data[].attributes.subject
Integrative negotiation requires negotiators to accept both their own and the other’s attitudes, interests,and desires as valid.

# data[].attributes.headline
Parties who believe they can work together are more likely to be able to do so. Those who do not sharethis belief in themselves and others are less willing to invest the time and energy in the potential payoffsof a collaborative relationship, and they are more likely to assume a contending or accommodatingapproach to negotiation.

# data[].attributes.subject
Parties who believe they can work together are more likely to be able to do so. Those who do not sharethis belief in themselves and others are less willing to invest the time and energy in the potential payoffsof a collaborative relationship, and they are more likely to assume a contending or accommodatingapproach to negotiation.

# data[].attributes.headline
Generating Alternative Solutions to the Problem as Given

# data[].attributes.subject
Generating Alternative Solutions to the Problem as Given

# data[].attributes.body
Brainstorming:

1. void judging or evaluating solutions

2. Separate the people from the problem

3. Be exhaustive in the brainstorming process

4. Ask outsiders

# data[].attributes.headline
A shared goal is one that both parties work toward but that benefitseach party differently

# data[].attributes.subject
A shared goal is one that both parties work toward but that benefitseach party differently

# data[].attributes.headline
A joint goal is one that involves individuals with different personal goalsagreeing to combine them in a collective effort.

# data[].attributes.subject
A joint goal is one that involves individuals with different personal goalsagreeing to combine them in a collective effort.

# data[].attributes.headline
A common goal is one that all parties share equally, each one benefitingin a way that would not be possible if they did not work together

# data[].attributes.subject
A common goal is one that all parties share equally, each one benefitingin a way that would not be possible if they did not work together

# data[].attributes.headline
Inventing Options: Generating Alternative Solutions by Redefining the Problem or Problem Set

# data[].attributes.subject
Inventing Options: Generating Alternative Solutions by Redefining the Problem or Problem Set

# data[].attributes.body
Compromise: stay the same and not choose any Alternative Solutions

Logroll: choose the solution that have the best solution for both parties - often done by trial and error

Expand the Pie: when the resources isn't enough to satisfy anyone, we need to add more resources in such a way that both sides can achieve their objectives

Modifying the Resource Pie: when the additional resources are scarce, we have to

Find a Bridge Solution: When the parties are able to invent new options that meet all their respective needs they have created a bridge solution

Nonspecific Compensation: satisfy one’s objective compensate the other person for accommodating his/her interests (depend on his/her demand).

Cut the Costs for Compliance: Through cost cutting, one party achieves her objectives and the other’s costs are minimized if she agrees to go along

Superordination: Superordination solutions occur when “the differences in interest that gave rise to the conflict are superseded or replaced by other interests”

# data[].attributes.headline
An Understanding of the Dynamicsof Integrative Negotiation

# data[].attributes.subject
An Understanding of the Dynamicsof Integrative Negotiation

# data[].attributes.body
Redefine, recast, or reframe the problem

takes the problem as given and creates a long list of options from which the parties can choose

# data[].attributes.body
There is almost always more than one type of interest underlying a negotiation.

Parties can have different types of interests at stake.

Interests often stem from deeply rooted human needs or values.

Interests can change.

Surfacing interests

Surfacing interests is not always easy or to one’s best advantage

# data[].attributes.headline
The Motivation and Commitmentto Work Together

# data[].attributes.subject
The Motivation and Commitmentto Work Together

# data[].attributes.body
Substantive interests: are related to focal issues that are under negotiation—economic and financial issues such as price or rate, or the substance of a negotiation such as the division of resources

Process interests: are related to how the negotiation unfolds

Relationship interests speak to the value of the ongoing relationship between the parties and the future of that relationship

# data[].attributes.headline
A Belief in the Validity of One’sOwn Position and the Other’sPerspective

# data[].attributes.subject
A Belief in the Validity of One’sOwn Position and the Other’sPerspective

# data[].attributes.body
Interests are the underlying concerns, needs, desires, or fears that motivate a negotiator to take a particular position

# data[].attributes.body
a key to achieving an integrative agreement is the ability of the parties to understand and satisfy each other’s interests

# data[].attributes.headline
Factors That Facilitate Successful Integrative Negotiation

# data[].attributes.subject
Factors That Facilitate Successful Integrative Negotiation

# data[].attributes.headline
Step 4: Evaluate and Select Alternatives

# data[].attributes.subject
Step 4: Evaluate and Select Alternatives

# data[].attributes.headline
The subjective value of the agreement is more important in integrative negotiations thandistributive bargaining because of the long-term relationship between the parties

# data[].attributes.subject
The subjective value of the agreement is more important in integrative negotiations thandistributive bargaining because of the long-term relationship between the parties

# data[].attributes.headline
Objective outcomes should be assessed against the extent to which both parties’interests and needs were met by the agreement

# data[].attributes.subject
Objective outcomes should be assessed against the extent to which both parties’interests and needs were met by the agreement

# data[].attributes.body
Separate the Problem Definition from the Search for Solutions

# data[].attributes.headline
They must create a free and open flow of information and use theirdesire to satisfy both sides as a guide to structure their dialogue.

# data[].attributes.subject
They must create a free and open flow of information and use theirdesire to satisfy both sides as a guide to structure their dialogue.

# data[].attributes.headline
Negotiators not only to define and pursue their own goals but also tobe mindful of the other’s goals and to search for solutions that satisfyboth sides.

# data[].attributes.subject
Negotiators not only to define and pursue their own goals but also tobe mindful of the other’s goals and to search for solutions that satisfyboth sides.

# data[].attributes.body
Depersonalize the Problem

# data[].attributes.headline
Negotiators may differ in their ability to differentiate needs and interestsfrom positions. The more experienced party may need to assist the lessexperienced party in discovering his or her underlying needs andinterests.

# data[].attributes.subject
Negotiators may differ in their ability to differentiate needs and interestsfrom positions. The more experienced party may need to assist the lessexperienced party in discovering his or her underlying needs andinterests.

# data[].attributes.body
State the Problem as a Goal and Identify the Obstacles to Attaining This Goal

# data[].attributes.headline
When negotiators are aware of the possibility that the other’s prioritiesare not the same as their own, this can stimulate the parties to exchangemore information, understand the nature of the negotiation better, andachieve higher joint gains

# data[].attributes.subject
When negotiators are aware of the possibility that the other’s prioritiesare not the same as their own, this can stimulate the parties to exchangemore information, understand the nature of the negotiation better, andachieve higher joint gains

# data[].attributes.body
State the Problem with an Eye toward Practicality and Comprehensiveness

# data[].attributes.headline
Negotiators need to be aware of each other's alternatives

# data[].attributes.subject
Negotiators need to be aware of each other's alternatives

# data[].attributes.headline
Negotiators must create conditions for a free and open discussion of all related issuesand concerns

# data[].attributes.subject
Negotiators must create conditions for a free and open discussion of all related issuesand concerns

# data[].attributes.body
Define the Problem in a Way That Is Mutually Acceptable to Both Sides

# data[].attributes.headline
Searching for Solutions That Meetthe Needs and Objectives of BothSides

# data[].attributes.subject
Searching for Solutions That Meetthe Needs and Objectives of BothSides

# data[].attributes.headline
Emphasizing the Commonalitiesbetween the Parties andMinimizing the Differences

# data[].attributes.subject
Emphasizing the Commonalitiesbetween the Parties andMinimizing the Differences

# data[].attributes.headline
Attempting to Understand theOther Negotiator’s Real Needs andObjectives

# data[].attributes.subject
Attempting to Understand theOther Negotiator’s Real Needs andObjectives

# data[].attributes.headline
An Overview of the Integrative Negotiation Process

# data[].attributes.subject
An Overview of the Integrative Negotiation Process

# data[].attributes.headline
2. Key Steps in the Integrative Negotiation Process (TUẤN)

# data[].attributes.subject
2. Key Steps in the Integrative Negotiation Process (TUẤN)

# data[].attributes.headline
                                     CHAPTER 3

# data[].attributes.subject
                                     CHAPTER 3