Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Integrative Negotiation                        Strategy and Tactics(Lewicki, Saunders & Barry. 2011)
Integrative Difference?                                    • Commonalties over differences                                ...
Integrative Overview• Information free flow• Mutual understanding:  needs/objectives• Commonalities &  differences• Search...
Integrative Key Steps                                    • Problem definition                                    • Underst...
Claiming and Creating Value(Lewicki, Saunders & Barry. 2011)
Identify and Define Problem  • Mutually acceptable  • Stated with    comprehensive    practicality  • Stated as a goal wit...
Fully Understand: Interests & Needs                                     • Concerns, needs, desires,                       ...
Interest Observations  •    Multiple, always  •    Diverse interests  •    Deeply held values  •    Change  •    Can be di...
Generate Alternative Solutions                                    • Create options by redefining                          ...
Create Alternative Solutions    • Option generation      via:           – Brainstorming           – Surveys           – El...
Evaluate and Select                                    • Narrow the range                                    • Evaluate by...
Evaluate and Select • Cool off • Logroll exploration,   exploiting differences:    – Risk    – Expectation    – Time • Ten...
Success Factors                                         • Common objectives                                         • Self...
Success Factors    • Trust    • Clear and accurate      communication    • Understanding the      dynamics of      integra...
Upcoming SlideShare
Loading in …5
×

Integrative Negotiation

7,655 views

Published on

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

  • Be the first to comment

Integrative Negotiation

  1. 1. Integrative Negotiation Strategy and Tactics(Lewicki, Saunders & Barry. 2011)
  2. 2. Integrative Difference? • Commonalties over differences • Needs & interests over positions • Commit to the needs of all involved parties • Exchange information & ideas • Invent options for mutual gain • Objective criteria sets standards(Lewicki, Saunders & Barry. 2011)
  3. 3. Integrative Overview• Information free flow• Mutual understanding: needs/objectives• Commonalities & differences• Search for mutually satisfying solutions(Lewicki, Saunders & Barry. 2011)
  4. 4. Integrative Key Steps • Problem definition • Understanding – on both sides • Generate alternative solutions • Evaluate and choose from created alternatives(Lewicki, Saunders & Barry. 2011)
  5. 5. Claiming and Creating Value(Lewicki, Saunders & Barry. 2011)
  6. 6. Identify and Define Problem • Mutually acceptable • Stated with comprehensive practicality • Stated as a goal with obstacle identification • Depersonalize • Separate the problem from exploring solutions(Lewicki, Saunders & Barry. 2011)
  7. 7. Fully Understand: Interests & Needs • Concerns, needs, desires, or fears. – Substantive = key issues – Process = path to settlement – Relationship interests indicate values – Principles: Doing what is fair, right, acceptable, and ethical (Lewicki, Saunders & Barry. 2011)
  8. 8. Interest Observations • Multiple, always • Diverse interests • Deeply held values • Change • Can be discovered • Difficult • Not necessarily to your best advantage to surface interests(Lewicki, Saunders & Barry. 2011)
  9. 9. Generate Alternative Solutions • Create options by redefining the problem set: – Compromise – Logroll – Modify the pie – Expand the pie – Find a bridge solution – Cut the costs for compliance – Nonspecific compensation – Superordination(Lewicki, Saunders & Barry. 2011)
  10. 10. Create Alternative Solutions • Option generation via: – Brainstorming – Surveys – Electronic brainstorming(Lewicki, Saunders & Barry. 2011)
  11. 11. Evaluate and Select • Narrow the range • Evaluate by: – Quality – Objective standards – Acceptability • Advance criteria agreement • Justify personal preferences • Intangible awareness options • Complexity requires subgroup evaluation(Lewicki, Saunders & Barry. 2011)
  12. 12. Evaluate and Select • Cool off • Logroll exploration, exploiting differences: – Risk – Expectation – Time • Tentative until final • Informal until final close(Lewicki, Saunders & Barry. 2011)
  13. 13. Success Factors • Common objectives • Self-confidence (faith, not ego) • Position validity • Motivation and commitment to the outcome and collaboration over self interest(Lewicki, Saunders & Barry. 2011)
  14. 14. Success Factors • Trust • Clear and accurate communication • Understanding the dynamics of integrative negotiation(Lewicki, Saunders & Barry. 2011)

×