•Agents, Constituencies, Audiences

•Coalitions
•Multiple Parties and Teams

By: Ms. Adina Malik (ALK)

By: Ms. Adina Malik (ALK)
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 Principal, Agent and Constituent; & Bystanders in
Negotiation
 Audiences and Third Parties; their characteristics and how
they influence negotiation
 When to use an Agent vs. When to negotiate for yourself
 What is Coalition
 What is Multiparty negotiation?-Their characteristics and
the nature of such negotiation

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 A party can act as a Principal –representing his or her
own interests.

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 An Agent is a negotiator who not necessarily presents their
own issues and interests, but represent the views of others
who may or may not be at the table.
 A Constituent is one or more parties who have designated
someone else (the agent) to represent their positions and
interests in a negotiation. Constituents usually do not
participate in the negotiation, although they may be
present.
 E.g.: An attorney (an agent) and a client (a constituent)
 E.g.: A salesperson (an agent) and his boss or manager (a
constituent)

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 Bystanders are those who may have some stake in negotiation
and who care about the substantive issues or the process by
which a resolution is reached, but are not formally represented
at the table. They frequently follow the negotiation, express
public or private views to the negotiators, and in some way are
affected by what happens.

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 An Audience is any individual or
group of people who are not
directly involved in or affected by a
negotiation, but who have a chance
to observe and react to the
ongoing events and who may at
times offer input, advice, or
criticism to the negotiators.

 Third parties can be described as

bystanders who may be drawn in
the negotiation specifically for the
purpose of helping to resolve it.

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 Audiences vary according to whether they are physically
present at or absent from the negotiation.
 Audiences who are outcome-dependent derive their payoffs
as a direct result of the negotiator’s behavior and
effectiveness. A non-dependent audience will not be affected
by the result.
 Audiences affect negotiation by the degree of their
involvement in the process.
 Indirect involvement via communication of idea, not directly
influencing the course of an ongoing negotiation.

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 Audiences make negotiators
“try harder”
 Negotiators seek a positive
reaction from an audience
 Pressures from audiences
can push negotiators into
“irrational” behavior
 Audiences hold the
negotiator accountable

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 When the agent has distinct or unique knowledge or skills in
the issues
 When the agent has better negotiation skills
 When the agent has special friends, relationships or
connections
 When you are very emotionally involved in an issue or
problem
 When you want the flexibility to use negotiation tactics that
require several parties
 When your natural conflict management style is to
compromise, accommodate or avoid
 When higher stakes to gain if you do well; while higher costs
to incur if you do poorly

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 When you want to develop or reestablish a strong personal
relationship with the other negotiator
 When you need to repair a damaged relationship
 When you want to learn a lot about them before you craft
an agreement
 When your negotiation skills are better than those of any
available agent
 When hiring an agent may be too costly
 When the “image” of being represented by an agent may
make the other side suspicious
 When the agent is too emotionally involved, defensive and
caught up in game playing

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 A coalition is an alliance among individuals or groups, during
which they cooperate in joint action, each in their own self-
interest, joining forces together for a common cause.
 E.g. Achieving a common corporate goal, lowering insurance
rates, regulating an industry action, or strategic planning

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 Multiple parties are negotiating with one another and
attempting to achieve a collective or group consensus.
 Multiple individuals are present on each “side” of the
negotiation
 The parties to a negotiation are teams against teams

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.

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Differences between two-party and multiparty negotiations:
 Number of parties
 Informational and computational complexity
 Social complexity
 Procedural complexity
 Strategic complexity

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 The pre-negotiation stage
 Characterized by many
informal contacts among the
parties
 The formal negotiation stage
 Structures a group discussion
to achieve an effective and
endorsed result
 The agreement phase
 Parties select among the
alternatives on the table

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 Establish participants
 Form coalitions
 Define group member
roles
 Understand the costs
and consequences of no
agreement
 Learn the issues and
construct an agenda

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 Appoint an appropriate chair
 Use and restructure the agenda
 Ensure diversity of information and perspectives
 Ensure consideration of all available information
 Manage conflict effectively
 Review and manage the decision rules
 Strive for a first agreement
 Manage problem team members

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 Ensure consideration of all available information
 The Delphi technique
 An initial questionnaire, sent to all parties, asking for

input
 Brainstorming
 Define a problem and generate as many solutions as

possible without criticizing any of them

 Nominal group technique
 Brainstormed list of solutions ranked, rated, or evaluated

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 Select the best solution
 Develop an action plan
 Implement the action plan
 Evaluate outcomes and the process

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