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multiple issues may allow the parties to “create value” by finding solutions that improve the outcomes for both parties.

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In a one-issue negotiation, each party is striving to realize as much value for herself or himself as possible.

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the deal may have to be reopened or issues settled by mediators, arbitrators, or the courts.

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determining who needs to do what once the agreement is reached

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assure themselves that they reached a deal they can be happy with, or at least accept.

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build commitment to the agreement achieved in the previous phase

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making moves from one’s initial, ideal position to the actual outcome

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4. Consultation with experts in that industry

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3. Research conducted to gather information

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2. Previous experience in similar negotiations

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1. An analysis of all the possible issues that need to be decided.

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assemble the case they want to make for their preferred outcomes and settlement

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choice of strategy

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Indirect effect

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sources get list of problems at stake

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Direct effect

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learning about what might happen if you fail to reach agreement with the other side.

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learning what you need to know about the issues

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Precipitating the decision-making crisis - Douglas (1962)
Final bargaining, ritualization, execution - Gulliver (1979)
Testing, agreement, and implement - Putnam, Wilson, and Turner (1990)

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Single-issue negotiations can often be made integrative by working to increase the number of issues.

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Reconnoitering the range - Douglas (1962)
Exploring the range, narrowing the range, preliminaries to final bargaining - Gulliver (1979)
Narrowing differences - Putnam, Wilson, and Turner (1990)

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Build trust and commitment towards a beneficial outcome.

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Establishing the range - Douglas (1962)
Search for arena, agenda, and issue identification -  Gulliver (1979)
Agenda definition and problem formulation - Putnam, Wilson, and Turner (1990)

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getting to know the other party

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Conclusion - Atkinson (1980)
Settlement - Carlisle and Leary (1981)
Details - Zartman and Berman (1982)
Resolution structuring - Donohue, Kaufman, Smith, and Ramesh (1990)

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How do the tactics used by the parties affect the development of the negotiation?

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procedural (how we get to agreement)

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How do the interaction processes relate to inputs and outcomes over time?

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the strongest drivers of creating-value (integrative) strategies

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psychological (intangible)

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defining goals, thinking ahead

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substantive (tangible)

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Expectation structuring, movement, and solution development - Atkinson (1980)
Positioning, bargaining, exploration - Carlisle and Leary (1981)
Formulation - Zartman and Berman (1982)
Problem clarification and relationship development, problem solving - Donohue, Kaufman, Smith, and Ramesh (1990)

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How does the interaction between parties change over time?

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deciding what is important

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are the strongest drivers of claiming-value (distributive) strategies

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Phase research typically addresses three types of questions (Holmes and Poole, 1991)

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Phase research typically addresses three types of questions (Holmes and Poole, 1991)

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Exploration - Atkinson (1980)
Preliminaries - Carlisle and Leary (1981)
Diagnostic - Zartman and Berman (1982)
Introduction and relationship development - Donohue, Kaufman, Smith, and Ramesh (1990)

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                                              Phase

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                                              Phase

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Phase is a coherent period of interaction characterized by a dominant constellation of communicative acts” that “serves a set of related functions in the movement from initiation to resolution of a dispute

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Several researchers have studied the flow of negotiations over time—often by classifying the type of communication parties use at various points in the process.

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point A: the buyer dominates
point B: the seller dominates
point C: equally strong

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Understanding the Flow of Negotiations: Stages and Phases 

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Understanding the Flow of Negotiations: Stages and Phases 

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Phases Models of Negation: Labels and Description

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Phases Models of Negation: Labels and Description

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Multiple-issue negotiations lend themselves more to integrative negotiations

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Single-issue negotiations tend to dictate distributive negotiations

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Presenting the issues to the other party: substance and process

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Assessing the social context of negotiation

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Setting one’s own targets and opening bids

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The number of issues and the relationship between the negotiator and the other party, are often the primary determinant uses a distributive or integrative strategy.

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Analyzing and understanding the other party’s goals, issues, and resistance points

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Knowing your limits, including a resistance point

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Knowing your alternatives (BATNAs)

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Defining the interests

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2. Defining the Major Issue Related to Achieving the Goal

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2. Defining the Major Issue Related to Achieving the Goal

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Assembling the issues, ranking their importance, and defining the bargaining mix

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Defining the major issues related to achieving the goal

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Define the negotiating goal