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The Mixed-Motive Nature of Most Negotiating Situations

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The Mixed-Motive Nature of Most Negotiating Situations

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A Belief That an Issue Can Only Be Resolved Distributively

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A Belief That an Issue Can Only Be Resolved Distributively

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The History of the Relationship between the Parties

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The History of the Relationship between the Parties

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Why Integrative Negotiation Is Difficult to Achieve

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Why Integrative Negotiation Is Difficult to Achieve

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Section Summary

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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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Make multiple offers at the same time

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Negotiate multiple issues simultaneously

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Share information and encourage reciprocity

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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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A Belief in the Validity of One's Own Position and the Other's Perspective

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A Belief in the Validity of One's Own Position and the Other's Perspective

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Factors That Facilitate Successful Integrative Negotiation

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Factors That Facilitate Successful Integrative Negotiation

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Minimize Formality and Record Keeping until Final Agreements Are Closed

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Keep Decisions Tentative and Conditional until All Aspects of the Final Proposal Are Complete

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Explore Differences in Time Preferences

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Explore Differences in Expectations

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Explore Differences in Risk Preference

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Explore Different Ways to Logroll

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Take Time Out to Cool Off

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Use Subgroups to Evaluate Complex Options

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Be Alert to the Influence of Intangibles in Selecting Options

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Be Willing to Justify Personal Preferences

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Agree to the Criteria in Advance of Evaluating Options

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Evaluate Solutions on the Basis of Quality, Standards, and Acceptability

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Narrow the Range of Solution Options

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Step 4: Evaluate and Select Alternatives 

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Step 4: Evaluate and Select Alternatives 

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Ask outsiders

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Be exhaustive in the brainstorming process

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Separate the people from the problem

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Electronic Brainstorming

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Surveys

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Avoid judging or evaluating solutions

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Brainstorming

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Superordination

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Cut the Costs for Compliance

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Nonspecific Compensation

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Find a Bridge Solution

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Expanding or Modifying the Resource Pie

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Logroll: Successful logrolling requires the parties to find more than one issue in conflict and to have different priorities for those issues

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Compromise: A compromise solution that would not further the interests of either Samantha or Emma would be to stay in their current location and to maintain the status quo.

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Generating Alternative Solutions to the Problem as Given

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Generating Alternative Solutions by Redefining the Problem or Problem Set

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Separate the Problem Definition from the Search for Solutions

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Depersonalize the Problem

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State the Problem as a Goal and Identify the Obstacles to Attaining This Goal

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State the Problem with an Eye toward Practicality and Comprehensiveness

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Define the Problem in a Way That Is Mutually Acceptable to Both Sides

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

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Surfacing interests

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Interests can change

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Interests often stem from deeply rooted human needs or values

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Parties can have different types of interests at stake

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There is almost always more than one type of interest underlying a negotiation

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Interests in principle

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Relationship interests

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Process interests

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Substantive interests

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Some Observations on Interests

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Types of Interests

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Step 3: Generate Alternative Solutions   

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Step 3: Generate Alternative Solutions   

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Step 1: Identify and Define the Problem 

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Step 1: Identify and Define the Problem 

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Key Steps in the Integrative Negotiation Process 

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Key Steps in the Integrative Negotiation Process 

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Searching for Solutions That Meet the Needs and Objectives of Both Sides

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Emphasizing the Commonalities between the Parties and Minimizing the Differences

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Attempt to understand the other negotiator’s real needs and objectives

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Creating a Free Flow of Information

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An Overview of the Integrative Negotiation Process

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An Overview of the Integrative Negotiation Process