Integrative negotiation

Integrative negotiation

1. Characteristics of the interest-based negotiation

   • Honesty and integrity
   • Abundance mentality.
   • Maturity.
   • Systems orientation.
   • Superior listening skills.
   • Commit to meeting the needs of all involved parties.
   • Exchange information and ideas.
   • Invent options for mutual gain.
   • Use objective criteria for standards of performance.

2. Creating a free flow of information.

   • Effective information exchange promotes the development of good integrative solutions.

3. Attempting to understand the other negotiator´s real needs and objectives.

   • One must understand the others needs before helping to satisfy them.
   • Through the process of sharing information about preferences and priorities, negotiator must make a true effort to understand what the other side wants to achieve.

4. Emphasizing the commonalities between the parties and minimizing the differences.

   • Individual goals may need to be redefined as best achieved through collaborative efforts directed towards a group goal.

5. Searching for solutions that meet the needs and objectives of both sides.

   • In the process, negotiators must be firm but flexible.
     • Firm about their primary interests and needs.
     • Flexible about how these interests and needs will be achieved.

6. Key steps in the process.

   • Identify the problem.
   • Understand the problem.
   • Generate solutions.
   • Evaluate those alternatives and choose one.

7. Identify the problem.

   • Define the problem in a way that is mutually acceptable for both sides.
     • The problem should reflect both parties´ needs.
   • State the problem with an eye toward practicality and comprehensive.
     • The main objective is to solve the core problem.
   • State the problem as a goal and identify the obstacles.
     • The negotiator should concentrate in the goal rather than how they'll achieve it.
   • Depersonalize the problem.
     • Different points of views allows both sides to get to an answer.
   • Separate the problem definition from the search for solutions.
     • How will we know that the problem has been solved?
     • How will we know that our goals can be attained?
     • How will a neutral third party know that our dispute has been settled?
     • Is there any legitimate interest or position that remains undressed by our outcome?

8. Understand the problem fully.

   • Types of interests.
     • Substantive interests
       • Economic and financial issues.
     • Process interests.
       • How the negotiation unfolds.
     • Relationship interests.
       • What both parties value the most.
   • Some observations on interests.
     • There is almost always more than one type of interests underlying a negotiation.
     • Parties can have different types of interests at stake.
     • Interests often stem from deeply rooted human needs or values.
     • Interests can change.
     • Surfacing interests.
     • Surfacing interests is not always easy or to one's best advantage.

9. Generate alternative solutions

   • Invent options.
     • Position Accommodation vs. Position Achievement.
       • When each party gets exactly what they wanted.
       • Parties receive a portion of their initial demands.
     • Achieve Underlying Interests vs. Substitute Underlying interests.
       • The negotiators´interests are completely met.
       • Interests can be substituted, modified or change.
     • Simple vs. complex
     • Person based vs Issued based.
       • Making concessions and changing positions.
       • Modify the issues under discussion.
   • Approaches.
     • Compromise.
     • Logroll
     • Modify the resource pie.
     • Expand the pie.
     • Find a bridge solution.
     • Cut the costs for compliance.
     • Nonspecific compensation.
     • Superordination.
   • Rules for brainstorming.
     • Avoid judging or evaluating solutions.
     • Separate the people from the problem.
     • Be exhaustive in the brainstorming process.
     • Ask outsiders.

10. Evaluate and select alternatives.

    • Narrow the range of solution options.
    • Evaluate solutions an the basis of quality, standards, acceptability.
    • Agree to the criteria in advance of evaluating options.
    • Be willing to justify personal preferences.
      • Why?
    • Be alert to the influence of intangibles in selecting options.
    • Use subgroups to evaluate complex options.
      • Small groups may be helpful with several complex options.
    • Take time to cool off.
    • Explore different ways to logroll
      • Explore differences in risk preferences.
        • People have different tolerance to risk.
      • Explore differences in expectations.
        • People have different expectations.
      • Explore differences in time preferences.
        • Short or long terms?
    • Minimize formality and record keeping until final agreements are closed.

11. Factors that facilitate successful integrative negotiation.

    • Some common objective or goal.
      • Common goal.
        • All parties share equally.
      • A shared goal.
        • Both parties work toward but benefits each party different
      • Joint goal.
        • Agree to combine efforts with different goals.
    • Faith in ones problem solving ability.
      • Believe that they can work together.
    • A believe in the validity of one´s own position and the others perspective.
      • Accept everything about the other party.
    • The motivation and commitment to work together.
      • The parties must be motivated to collaborate rather than to compete.
    • Trust
      • Mistrust inhibits collaboration.