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An umbrella agreement that provides a framework for future discussion

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An umbrella agreement that provides a framework for future discussion

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- Flexibility as the negotiating relationship between the parties is evolving
- Provide flexibility for claiming value
- Used when all problems and undesirable situations have been identified

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- A firm, legally binding written agreement between the
parties
- Was made before full-scale negotiations, but intends to replace it with a clearer long-term agreement
- Resolves only a subset of the issues

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Negotiators can recognize that they share a common fate and discuss that there is more to be gained by working together than by working separately.

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The motivation and Commitment to Work Together

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The motivation and Commitment to Work Together

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Analogical training appears to be an especially powerful way to learn about integrative negotiation --> to identify and understand the underlying principles and structure of the negotiation. 

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Analogical training appears to be an especially powerful way to learn about integrative negotiation --> to identify and understand the underlying principles and structure of the negotiation. 

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Lowenstein, Thompson, Gentner (2003)

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Particularly in how to exchange information about priorities across issues and preferences within issues and how to set high goals significantly enhances the frequency of integrative behaviors and led the parties to achieve higher joint outcomes

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Particularly in how to exchange information about priorities across issues and preferences within issues and how to set high goals significantly enhances the frequency of integrative behaviors and led the parties to achieve higher joint outcomes

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Weingart, Hyder, and Prietula (1996)

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Negotiators frequently assume that the distributive bargaining process is the only way to approach negotiations.

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Negotiators frequently assume that the distributive bargaining process is the only way to approach negotiations.

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integrative negotiation enhances the ability of the parties to negotiate integratively

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An Understanding of the Dynamics of Integrative Negotiation

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An Understanding of the Dynamics of Integrative Negotiation

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When there are strong negative feelings or when one or more parties are inclined to dominate, negotiators may create formal, structured procedures for communication.

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When there are strong negative feelings or when one or more parties are inclined to dominate, negotiators may create formal, structured procedures for communication.

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For example, most rules for debates limit statements to five minutes, and similar rules are often adopted in contentious open meetings or public hearings.

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Metaphors may also play an important role in communicating during negotiation. Metaphors may be defined as “talking about one thing in terms of another”

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Metaphors may also play an important role in communicating during negotiation. Metaphors may be defined as “talking about one thing in terms of another”

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(1) Metaphors help negotiators understand why the other party is saying what they said
(2) metaphors may help identify areas for mutual gain because they provide insight into the other party’s needs and motives

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Multiple communication channels, such as opportunities for the two sides to communicate outside formal negotiations, will help negotiators clarify the formal communication or exchange information if the formal channels break down.

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Multiple communication channels, such as opportunities for the two sides to communicate outside formal negotiations, will help negotiators clarify the formal communication or exchange information if the formal channels break down.

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The negotiators must exercise care, sending conflicting messages during integrative negotiation can confuse the other party, and may threaten or anger them.

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Mutual understanding is the responsibility of both sides.

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Mutual understanding is the responsibility of both sides.

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they must understand the meaning they each attach to their statements

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they must understand the meaning they each attach to their statements

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If someone on a bargaining team, may be partner makes a confusing statement, others can address it and try to clarify it

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First, negotiators must be willing to share information about themselves

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First, negotiators must be willing to share information about themselves

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in specific, concrete terms, avoiding generalities and ambiguities.

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In summary, integrative negotiation is easier when the parties trust each other.

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In summary, integrative negotiation is easier when the parties trust each other.

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The way that the other negotiator responds to these offers should provide you with information about his relative interests. 

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The way that the other negotiator responds to these offers should provide you with information about his relative interests. 

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Negotiators to identify relative priorities of the other negotiator, as well as obtain some information about his interests

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Negotiators to identify relative priorities of the other negotiator, as well as obtain some information about his interests

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watching for issues where the other party is very engaged, emotional --> high priority issues.

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You are willing to describe your needs and interests if he agrees to share his as well

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You are willing to describe your needs and interests if he agrees to share his as well

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caution to ensure there is agreement about the explicit ground rules before proceeding

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3. Make multiple offers at the same time

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3. Make multiple offers at the same time

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make two or three offers at the same time.

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2. Negotiate multiple issues simultaneously

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2. Negotiate multiple issues simultaneously

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1. Share information and encourage reciprocity

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1. Share information and encourage reciprocity

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3 tactics to elicit information from the other negotiator when he or she mistrusts you

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3 tactics to elicit information from the other negotiator when he or she mistrusts you

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Deepak Malhotra and Max Bazerman (2007)

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When everyone is on the defensive, they retreat and withhold information, seeking to defeat their position rather than work together.

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When everyone is on the defensive, they retreat and withhold information, seeking to defeat their position rather than work together.