Multiple party negotiations


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Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill).

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  • Dynamics change when groups, teams, and task forces have to present individual views and come to a collective agreement about a problem, plan, or future course of action.
  • Obviously more than two parties is different than a two party negotiation, simply because the process becomes bigger as we try to manage multiple perspectives. More issues, values and perspectives increases the amount of data, what to prepare for, and the solution parameters.Certainly the social dynamics of larger groups differs from small groups.Our process determination and structure will change because it’s no longer just a back and forth between two parties so managing the negotiation becomes much more complicated. Strategically it’s much more difficult in part, because we may end up directly negotiating a segment with only one of the parties, but in front of the others.
  • Effective groups and their members:Test assumptions and inferencesShare all relevant informationFocus on interests, not positionsExplain reasons behind statementsTalk in specific terms and use examplesAgree on what important words meanDisagree openly with any member of the groupMake statements, then invite questions and comments
  • Design ways to test disagreements and solutionsDiscuss “undiscussable” issuesKeep discussions focusedAvoid taking cheap shots or distracting the groupExpect participation by all members in all phases of the processExchange relevant information with nongroup membersMake decisions by consensusConduct self-critiques
  • Three key stages that characterize multilateral negotiations.The prenegotiation stageCharacterized by many informal contacts among the partiesThe formal negotiation stageStructures a group discussion to achieve an effective and endorsed resultThe agreement phaseParties select among the alternatives on the table
  • Agendas can be effective decision aids:Establish the issues that will be discussedDefine how each issue is discussedSet the order in which issues are discussedIntroduce process issues (decision rules, discussion norms, member roles, discussion dynamics), and substantive issuesAssign time limits to various items
  • Appoint an appropriate chairUse and restructure the agendaEnsure diversity of information and perspectivesKey process steps:Collect thoughts and composure before speakingUnderstand the other person’s positionThink of ways both parties can winConsider the importance of the issueRemember parties will likely work together in the future
  • Ensure consideration of all available informationThe Delphi techniqueAn initial questionnaire, sent to all parties, asking for inputBrainstormingDefine a problem and generate as many solutions as possible without criticizing any of themNominal group techniqueBrainstormed list of solutions ranked, rated, or evaluated
  • Manage conflict effectivelyReview and manage the decision rulesStrive for a first agreementManage problem team membersBe specific about problem behaviorsDescribe problem as team problem (use “we” versus “you”)Focus on behaviors the other can controlWait to give constructive criticismKeep feedback professionalVerify that the other has heard and understood
  • Select the best solutionDevelop an action planImplement the action planEvaluate outcomes and the process
  • Group chair or facilitator steps in moving toward a successful completion:Move the group toward selecting one or more of the optionsShape and draft the tentative agreementDiscuss whatever implementation and follow-up needs to occurThank the group for their participation, hard work and effortsOrganize and facilitate the postmortem
  • Multiple party negotiations

    1. 1. Multiple Parties & Teams LDR 655 WallaceSiena Heights University (Lewicki, Saunders & Barry. 2011)
    2. 2. Multiple Party Model (Lewicki, Saunders & Barry. 2011)
    3. 3. Differences• Number of parties• Informational and computational complexity• Social complexity• Procedural complexity• Strategic complexity (Lewicki, Saunders & Barry. 2011)
    4. 4. Effective Groups 1. Assumptions & inferences 2. Share all relevant information 3. Interests, not positions 4. Explain reasons 5. Specific terms using examples 6. Word meaning agreement 7. Disagree openly 8. Make statements, inviting questions and comments (Lewicki, Saunders & Barry. 2011)
    5. 5. Effective Groups9. Disagreements and solutions10. Discuss “undiscussable” issues11. Focus12. No cheap shots or group distractions13. Full process participation14. Nongroup member exchange15. Consensus decision-making16. Self-critiques (Lewicki, Saunders & Barry. 2011)
    6. 6. Multiparty ManagementPrenegotiation Formal Negotiation Agreement (Lewicki, Saunders & Barry. 2011)
    7. 7. Prenegotiation • Establish participants • Form coalitions • Define roles • Understand costs & consequences of failure • Learn issues, construct agenda (Lewicki, Saunders & Barry. 2011)
    8. 8. Prenegotiation Agendas• Establish issues• Define issues• Set issue order• Introduce process issues and substantive issues• Assign time limits (Lewicki, Saunders & Barry. 2011)
    9. 9. Formal Negotiation • Chairperson • Adjust agenda • Diversity • Key process steps: – Tongue control – Understand – Win-Win-Win – Issue importance – Future work? (Lewicki, Saunders & Barry. 2011)
    10. 10. Formal Negotiation• The Delphi technique• Brainstorming• Nominal group technique (Lewicki, Saunders & Barry. 2011)
    11. 11. Formal Negotiation • Conflict management • Decision rules • First agreement • Difficult members – Behaviors – “We” vs. “You” – Controlled behaviors – Wait – Professional – Verify (Lewicki, Saunders & Barry. 2011)
    12. 12. Agreement• Best solution• Action plan• Implementation• Evaluation (Lewicki, Saunders & Barry. 2011)
    13. 13. Agreement • Move to select an option • Draft the tentative agreement • Discuss implementation and follow-up • Thank you! • Organize wrap up (Lewicki, Saunders & Barry. 2011)
    14. 14. (Lewicki, Saunders & Barry. 2011)