DRM 2053

Negotiation
Techniques
DR HJH AIDA NASIRAH ABDULLAH
NEGOTIATION 7e
Lewicki Saunders
Barry

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

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Week 3
STRATEGY AND
TACTICS OF
INTEGRATIVE
NEGOTIATION
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without the prior written consent of McGraw-Hill Education.

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WHAT MAKES INTEGRATIVE

NEGOTIATION DIFFERENT?
Focus on commonalties rather than

differences
Address needs and interests, not
positions
Commit to meeting the needs of all
involved parties
Exchange information and ideas
Invent options for mutual gain
Use objective criteria to set standards
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distribution without the prior written consent of McGraw-Hill Education.

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OVERVIEW OF THE INTEGRATIVE

NEGOTIATION PROCESS
Create a free flow of information
Attempt to understand the other

negotiators real needs and objectives

Emphasize the commonalties between
the parties and minimize the
differences
Search for solutions that meet the goals
and objectives of both sides
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distribution without the prior written consent of McGraw-Hill Education.

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KEY STEPS IN THE INTEGRATIVE

NEGOTIATION PROCESS
Identify and define the problem
Understand the problem fully
identify interests and needs on both sides
Generate alternative solutions
Evaluate and select among alternatives

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distribution without the prior written consent of McGraw-Hill Education.

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CLAIMING AND CREATING VALUE

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distribution without the prior written consent of McGraw-Hill Education.

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IDENTIFY AND DEFINE

THE PROBLEM
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

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distribution without the prior written consent of McGraw-Hill Education.

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UNDERSTAND THE PROBLEM FULLY

IDENTIFY INTERESTS AND NEEDS
Interests: the underlying concerns,

needs, desires, or fears that motivate a

negotiator
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,
may be shared by
Copyright 2015
McGraw-Hill acceptable,
Education. All rights reserved. Noethical
reproduction or
distribution without the prior written consent of McGraw-Hill Education.
the parties

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OBSERVATIONS ON INTERESTS
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 ones best advantage

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or distribution without the prior written consent of McGraw-Hill Education.

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GENERATE ALTERNATIVE SOLUTIONS

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

Generate options to the problem as a

given:
Brainstorming
Surveys

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or distribution without the prior written consent of McGraw-Hill Education.

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EVALUATE AND SELECT

ALTERNATIVES

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Narrow the range of solution options

Evaluate solutions on:
Quality
Objective standards
Acceptability
Agree to evaluation criteria in advance
Be willing to justify personal

preferences
Be alert to the influence of intangibles
in selecting options
Use subgroups to evaluate complex

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or distribution without the prior written consent of McGraw-Hill Education.

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EVALUATE AND SELECT

ALTERNATIVES
Take time to cool off
Explore different ways to logroll
Exploit differences in expectations and

risk/time preferences
Keep decisions tentative and conditional
until a final proposal is complete
Minimize formality, record keeping until
final agreements are closed
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or distribution without the prior written consent of McGraw-Hill Education.

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FACTORS THAT FACILITATE SUCCESSFUL

INTEGRATIVE NEGOTIATION
Some common objective or goal
Faith in ones own problem-solving

ability
A belief in the validity of ones own
position and the others perspective
The motivation and commitment to
work together

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or distribution without the prior written consent of McGraw-Hill Education.

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FACTORS THAT FACILITATE SUCCESSFUL

INTEGRATIVE NEGOTIATION
Trust
Clear and accurate communication
An understanding of the dynamics of

integrative negotiation

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or distribution without the prior written consent of McGraw-Hill Education.

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WHY INTEGRATIVE NEGOTIATION

IS DIFFICULT TO ACHIEVE
The history of the relationship between

the parties
If contentious in past, it is difficult not to look

at negotiations as win-lose
The belief that an issue can only be

resolved distributively
Negotiators are biased to avoid behaviors

necessary for integrative negotiation

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or distribution without the prior written consent of McGraw-Hill Education.

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WHY INTEGRATIVE NEGOTIATION

IS DIFFICULT TO ACHIEVE
The mixed-motive nature of most

negotiating situations
Purely integrative or purely distributive

situations are rare

The conflict over the distributive issues tends to

drive out cooperation, trust needed for finding

integrative solutions

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or distribution without the prior written consent of McGraw-Hill Education.

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