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Manage Problematic Behaviors among Some Parties

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Manage Problematic Behaviors among Some Parties

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Ensure Consideration of All the Available Information

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Ensure Consideration of All the Available Information

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Ensure a Diversity of Information and Perspectives

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Ensure a Diversity of Information and Perspectives

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Learning the Issues and Constructing an Agenda

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Learning the Issues and Constructing an Agenda

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Understanding the Costs and Consequences of No Agreement

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Understanding the Costs and Consequences of No Agreement

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The Formal Negotiation Stage—Managing the Process and Outcome

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The Formal Negotiation Stage—Managing the Process and Outcome

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 Relationship among team members affectsnegotiation process and outcomes

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 Relationship among team members affectsnegotiation process and outcomes

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Accountability pressures are different forteams

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Accountability pressures are different forteams

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 Teams are sometimes more competitive thanindividuals and may claim more value

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 Teams are sometimes more competitive thanindividuals and may claim more value

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Integrative agreements more likely whenteams are involved

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Integrative agreements more likely whenteams are involved

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Exchange relevant information with nongroup members

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Exchange relevant information with nongroup members

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 Expect participation by all members in all phases of theprocess

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 Expect participation by all members in all phases of theprocess

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Avoid taking cheap shots or distracting the group

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Avoid taking cheap shots or distracting the group

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Design ways to test disagreements and solutions

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Design ways to test disagreements and solutions

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 Make statements, then invite questions and comments

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 Make statements, then invite questions and comments

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Disagree openly with any member of the group

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Disagree openly with any member of the group

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What Is an Effective Groupin a Multiparty Negotiation?

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What Is an Effective Groupin a Multiparty Negotiation?

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negotiators can explicitly engage in coalition building as a way to marshal support

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negotiators can explicitly engage in coalition building as a way to marshal support

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negotiators who have some way to control the number of parties at the table may begin to act strategically, using this control to serve their objectives

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negotiators who have some way to control the number of parties at the table may begin to act strategically, using this control to serve their objectives

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When more parties are involved, the procedural rules become far less clear.

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When more parties are involved, the procedural rules become far less clear.

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these exchanges are subject to the surveillance and audience dynamics

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these exchanges are subject to the surveillance and audience dynamics

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 In oneon-one negotiations, the parties simply take turns in presenting their issues and perspectives,challenging the other’s perspectives, or moving the negotiation along from its early stages to the later ones

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 In oneon-one negotiations, the parties simply take turns in presenting their issues and perspectives,challenging the other’s perspectives, or moving the negotiation along from its early stages to the later ones

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 parties with a cooperative (versus an individualistic) motivational orientation were much more likely to achieve a higher-quality outcome intheir deliberations 

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 parties with a cooperative (versus an individualistic) motivational orientation were much more likely to achieve a higher-quality outcome intheir deliberations 

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that as the number of parties increases, the social environment changes from a one-on-one dialogue to a small-group discussion

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that as the number of parties increases, the social environment changes from a one-on-one dialogue to a small-group discussion

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most fundamental consequences of increasing the number of parties is that the negotiation situation tends to become less lucid, more complex, and therefore, in some respects, moredemanding

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most fundamental consequences of increasing the number of parties is that the negotiation situation tends to become less lucid, more complex, and therefore, in some respects, moredemanding

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A second difference in multiparty negotiations is that more issues, more perspectives on issues, and more total information

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A second difference in multiparty negotiations is that more issues, more perspectives on issues, and more total information

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parties may have different social roles outsidethe negotiation

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parties may have different social roles outsidethe negotiation

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Multiparty negotiationshave more negotiators at the table. Thus, negotiations simply become larger

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Multiparty negotiationshave more negotiators at the table. Thus, negotiations simply become larger

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mục lớn : đỏ
mục tiếp: xanh da trời
mục nhỏ tiếp: xanh  lá
mục nhỏ nữa : vàng

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Multiple Parties, Groups, and Teams in Negotiation 

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Multiple Parties, Groups, and Teams in Negotiation 