chapter 3 nego by Nguyen Ngoc Lam (K18 HL)

Strategy and Tactics of Integrative Negotiation

phamhonganh87 — 2023-11-01 09:11:07 UTC

Identify and Define the Problem

lamnnhs186397 — 2024-03-22 03:56:23 UTC

lamnnhs186397 — 2024-03-22 03:57:17 UTC

Define the problem in a way that is mutually
acceptable to both sides
• State the problem with an eye toward practicality and
comprehensiveness
• State the problem as a goal and identify the obstacles
in attaining this goal
• Depersonalize the problem
• Separate the problem definition from the search for
solutions

Understand the Problem Fully—Identify Interests and Needs

lamnnhs186397 — 2024-03-22 03:58:03 UTC

Interests: the underlying concerns, needs,
desires, or fears that motivate a negotiator

lamnnhs186397 — 2024-03-22 03:59:33 UTC

– Substantive interests relate to key issues in the
negotiation
– Process interests are related to the way the dispute is
settled
– Relationship interests indicate that one or both
parties value their relationship
– Interests in principle: doing what is fair, right,
acceptable, ethical may be shared by the parties

Observations on Interests

lamnnhs186397 — 2024-03-22 04:01:22 UTC

lamnnhs186397 — 2024-03-22 04:02:33 UTC

• There is almost always more than one
• Parties can have different interests at stake
• Often stem from deeply rooted human needs or
values
• Can change
• Numerous ways to surface interests
• Surfacing interests is not always easy or to
one’s best advantage

Generate Alternative Solutions

lamnnhs186397 — 2024-03-22 04:03:23 UTC

lamnnhs186397 — 2024-03-22 04:03:55 UTC

• Invent options by redefining the problem set:
– Expand or modify the pie
– Logroll
– Use nonspecific compensation
– Cut the costs for compliance
– Find a bridge solution

lamnnhs186397 — 2024-03-22 04:04:22 UTC

• Generate options to the problem as a given:
– Brainstorming
– Surveys
– Electronic brainstorming