第3章　整合式谈判的战略、战术及其国际商务情境应用

EssentialsofNegotiationPart01:FundamentalsofNegotiationChapter03:StrategyandTacticsofIntegrativeNegotiation©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.OverviewIntegrativenegotiationallowsbothsidestoachievetheirobjectives.Discussionandmutualexplorationoftensuggestalternativeswherebothpartiesgain.Negotiatorsmakeoneofthreemistakes.Failingtonegotiatewhentheyshould.Negotiatingwhentheyshouldnot.Negotiating,butwiththewrongstrategy.Ratherthanassumeawin-losesituation,lookforwin-winsolutions.Successfulintegrativenegotiatortraits:Honestyandintegrity.Abundancementality.Maturity.Systemsorientation.Superiorlisteningskills.OverviewoftheIntegrativeNegotiationProcessKeycontextualfactorsinclude:Creatingafreeflowofinformation.Attemptingtounderstandtheothernegotiator’srealneedsandobjectives.Emphasizingthingspartieshaveincommon.Searchingforsolutionsthatmeetthegoalsandobjectivesofbothparties.Managingintegrativenegotiationsinvolvescreatingaprocessto:Identifyanddefinetheproblem.Surfaceinterestsandneeds.Generatealternativesolutions.Evaluateandselectalternatives.CreatingaFreeFlowofInformationEffectiveinformationexchangepromotesthedevelopmentofgoodintegrativesolutions.Failuretoreachintegrativeagreementsisoftenlinkedtothefailuretoexchangeenoughinformationtoallowidentifyingintegrativeoptions.Forthenecessaryexchangetooccur:Negotiatorsmustbewillingtorevealtheirtrueobjectivesandtolistentoeachothercarefully.Incontrast,awillingnesstoshareinformationisnotacharacteristicofdistributivebargainingsituations.Thepartiesdistrusteachother,concealandmanipulateinformation,andwishtolearnabouttheotherfortheirowncompetitiveadvantage.AttemptingtoUnderstandtheOtherNegotiator’sRealNeedsandObjectivesYoumustunderstandtheother’sneedsbeforehelpingtosatisfythem.Realizetheother’sprioritiesarenotyourown.Stimulateinformationexchange.Exchangeinformationaboutyourprioritiesforparticularissues.Butnotnecessarilyaboutyourpositionsonthoseissues.Makeanefforttounderstandwhattheothersidereallywantstoachieve.Thisisincontrasttodistributivebargaining.Ifonenegotiatorisinexperienced,theothermayneedtoassistthemindiscoveringtheirunderlyingneedsandinterests.EmphasizingThingsinCommonbetweenthePartiesandMinimizingtheDifferencesNegotiatorsmayrequireadifferentoutlookorframeofreference.Individualgoalsmayneedtoberedefinedthroughcollaborativeeffortsdirectedtowardacollectivegoal.Attimesthecollectivegoalisclearandobvious,andothertimesitisnotclearoreasytokeepinsight.SearchingforSolutionsThatMeettheNeedsandObjectivesofBothSidesThesuccessofintegrativenegotiationdependsonthesearchforsolutionsthatmeettheneedsandobjectivesofbothsides.Inthisprocess,negotiatorsmustbefirmbutflexible.Firmabouttheirprimaryinterestsandneeds.Butflexibleabouthowtheseneedsandinterestsaremet.Inacompetitiveinteraction:Negotiatorsensurethatwhattheotherobtainsdoesnotdiminishtheirownaccomplishments.Negotiatorsmayblocktheotherfromobtainingtheirobjectivesduetoastrongdesiretowin.Incontrast,integrativenegotiationrequiresbothnegotiatorstodefineandpursuetheirowngoals.Butalsobemindfuloftheother’sgoals.Andsearchforsolutionssatisfyingbothsides.Iftheobjectiveofonepartyistogetmorethantheother,successfulintegrativenegotiationisverydifficult.Thefirstthreestepsareimportantforcreatingvalue.Thefourthstepinvolvesclaimingvalue.Itisimportantthatprocessestocreatevalueprecedethosetoclaimvaluefortworeasons:First,thecreating-valueprocessismoreeffectivewhenitisdonecollaborativelyandwithoutafocusonwhogetswhat,andSecond,becauseclaimingvalueinvolvesdistributivebargainingprocesses,andmayderailthefocusoncreatingvalueandmayevenharmtherelationshipunlessitisintroducedeffectively.KeyStepsintheIntegrativeNegotiationProcessAccessthetextalternativeforthisimage.Figure3.1:CreatingandClaimingValueandtheParetoEfficientFrontierThegoalofcreatingvalueistopushthesolutionstotheParetoefficientfrontier,andhasthepointwherenoagreementwouldmakeanypartybetteroffwithoutdecreasingtheoutcomestoanyotherparty.Accesstextalternativeforthisimage.Step1:IdentifyandDefinetheProblemTheproblemidentificationstepisoftenthemostdifficultone,butcritical.Definetheprobleminawaythatismutuallyacceptabletobothsides.Problemdefinitionis,andshouldbe,separatefromanyefforttogenerateorchoosealternatives.Statetheproblemwithaneyetowardpracticalityandcomprehensiveness.Statetheproblemasagoalandidentifyobstaclestoattainingthegoal.Depersonalizetheproblem.Separatetheproblemdefinitionfromthesearchforsolutions.Itisimportantnottojumptosolutionsuntiltheproblemisfullydefined.Step2:SurfaceInterestsandNeedsInterestsaretheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeaparticularposition.Understandinginterestsallowsnegotiatorstoinventasolutionthatmeetstheinterestsofbothsides.Asolutionthatwasnotapparentbeforenegotiation.Whentwopartiesbeginnegotiation,theyexposetheirpositionordemands.Indistributivebargaining,negotiatorstradepositionsbackandforth,attemptingtoachieveasettlementasclosetotheirtargetsaspossible.Inintegrativenegotiation,bothnegotiatorspursuetheother’sthinkingandlogictodeterminewhatmotivatedthemtoarriveattheirgoals.Presumably,ifbothpartiesunderstandtheother’smotivatingfactors,theymayrecognizesimilarinterestsandenvisionnewoptionsthatbothwillendorse.TypesofInterestsSeveraltypesofinterestsmaybeatstake,andeachtypemaybeeither:Intrinsic–thepartiesvalueitinandofitself,orInstrumental–thepartiesvalueitbecauseithelpsthemderiveotheroutcomesinthefuture.Substantiveinterestsarerelatedtothefocalissuesundernegotiation.Processinterestsarerelatedtohowthenegotiationunfolds.Relationshipinterestsspeaktothevalueoftheongoingrelationshipbetweenthepartiesandthefutureofthatrelationship.Interestsinprincipleoccurswhencertainprinciplesdeeplyheldbythepartiesserveasthedominantguidestotheiractions.SomeObservationsonInterestsThereisalmostalwaysmorethanonetypeofinterestunderlyinganegotiation.Thecategoriesarenotexclusive.Partiescanhavedifferenttypesofinterestsatstake.Partiesmaydifferonquestionsofprincipleorprocess.Interestsoftenstemfromdeeplyrootedhumanneedsorvalues.SuchasMaslow’swell-knownhierarchyofneeds.Surfacinginterests.Askyourselfwhatyouwantfromthisnegotiationandwhy

youwantit.Askprobingquestionsoftheotherpartytodeterminetheirinterests.Surfacinginterestsisnotalwayseasyortoone’sbestadvantage.Focusingoninterestsaloneoversimplifiesorconcealstherealdynamicsofaconflict.Step3:GenerateAlternativeSolutionsTheobjectiveistocreateavarietyofoptionsorpossiblesolutionstotheproblemTechniquesforgeneratingalternativesolutionsfallintotwogeneralcategories.Thefirstrequiresnegotiatorstoreframetheproblemtocreatewin-winalternativesoutofwhatearlierappearedtobeawin-loseproblem.Thesecondtakestheproblemasgivenandcreatesalonglistofoptionsfromwhichthepartiescanchoose.Inintegrativenegotiationoveracomplexproblem,bothtypesoftechniquesmaybeusedandevenintertwined.InventingOptions:GeneratingAlternativeSolutionsbyRedefiningtheProblemorProblemSetTechniquesinthiscategorycallforthepartiestodefinetheirunderlyingneedsandtodevelopalternativestomeetthem.Logroll.Partiestradeoffforpreferredoutcomesononeissue.Expandthepie.Sobothsidesachievetheirobjectives.Modifyingtheresourcepie.Tobenefitbothsides.Findabridgesolution.Inventnewoptionstomeettheneedsofbothsides.Nonspecificcompensation.Onesidewins,theotheriscompensated.Cutthecostsforcompliance.Onesidewins,theotherhascostsminimized.Superordination.Differencesarereplacedbyotherinterests.Compromise.Forentrenchedparties.GeneratingAlternativeSolutionstotheProblemasGivenTheseapproachescanbeusedbythenegotiatorsthemselvesorbyanumberofotherparties.Brainstorming.Avoidjudgingorevaluatingsolutions.Separatethepeoplefromtheproblem.Beexhaustiveandaskoutsiders.Surveys.Canbeconductedinashorttimebutpartiescannotbenefitfromseeingandhearingeachother’sideas.Electronicbrainstorming.Afacilitatorasksquestions,participantstypetheiranonymousresponsesintoacomputerwhichaggregatesanddisplaystheentriestothegroupasawholeStep4:EvaluateandSelectAlternativesThereareaseriesofstepsforguidance.Definitionsandstandards.Alternatives.Evaluation.Selection.Negotiatorsshouldweighorrank-ordereachoptionagainstclearcriteria.Mayneedtoreturntodefinitionsorreturntostandardsforclarifying.Partieswillengageinadecision-makingprocess,debatingthemeritsofeachnegotiator’spreferredoptionsandagreeonthebestoptions.Payattentiontotherelationshipandmakesuretheprocessdoesnotharmtherelationshipatthisstage.GuidelinesforEvaluatingandSelectingAlternativesNarrowtherangeofsolutionoptions.Evaluatesolutionsonthebasisofquality,standards,andacceptability.Agreetothecriteriainadvanceofevaluatingoptions.Bewillingtojustifypersonalpreferences.Bealerttotheinfluenceofintangiblesinselectionoptions.Usesubgroupstoevaluatecomplexoptions.Taketimeouttocooloff.Exploredifferentwaystologroll.Exploredifferencesinriskpreference.Exploredifferencesinexpectations.Exploredifferencesintimepreferences.Keepdecisionstentativeandconditionaluntilallaspectsofthefinalproposalarecomplete.Minimizeformalityandrecordkeepinguntilfinalagreementsareclosed.FactorsThatFacilitateSuccessfulIntegrativeNegotiationSuccessfulintegrativenegotiationoccurswhenthepartiesarepredisposedtofindingamutuallyacceptablejointsolution.Here,wereviewsevenfactorsthatfacilitatesuccessfulintegrativenegotiation.Thepresenceofacommongoal.Faithinone’sownproblem-solvingability.Abeliefinthevalidityoftheotherparty’sposition.Themotivationandcommitmenttoworktogether.Trust.Clearandaccuratecommunication.Anunderstandingofthedynamicsofintegrativenegotiation.SomeCommonObjectiveorGoalThreetypesofgoals–common,shared,andjoint–mayfacilitatethedevelopmentofintegrativeagreements.Acommongoalisonethatallpartiesshareequally,eachonebenefitinginawaythatwouldnotbepossibleiftheydidnotworktogether.Asharedgoalisonethatbothpartiesworktowardbutthatbenefitseachpartydifferently.Ajointgoalisonethatinvolvesindividualswithdifferentpersonalgoalsagreeingtocombinetheminacollectiveeffort.Thekeyelementofintegrativenegotiationisthebeliefthatallsidescanbenefitandtheywillbebetteroffworkingincooperationthanbyworkingindependentlyorcompetitively.FaithinOne’sProblem-SolvingAbilityPartieswhobelievetheycanworktogetheraremorelikelytodoso.Expertiseintheproblemareastrengthensunderstandingoftheproblem’scomplexity,nuances,andpossiblesolutions.Expertiseincreasesthenegotiator’sknowledgebaseandconfidence.Bothnecessarytoapproachtheproblemwithanopenmind.Directexperienceinnegotiationincreasesthenegotiator’sunderstandingofthebargainingprocess.Thereisalsoevidencethatknowledgeofintegrativetacticsleadstoanincreaseinintegrativebehavior.Takentogether,thesesuggestthatfaithinone’sabilityatintegrativenegotiationispositivelyrelatedtosuccessfulintegrativenegotiations.ABeliefintheValidityofOne’sOwnPositionandtheOther’sPerspectiveIntegrativenegotiationrequiresnegotiatorstoacceptboththeirownandtheother’sattitudes,interests,anddesiresasvalid.Youmustbelieveinthevalidityofyourownperspective—thatwhatyoubelieveisworthfightingforandshouldnotbecompromised.Youmustalsoacceptthevalidityoftheotherparty’sperspective.Thepurposeofintegrativenegotiationisnottochallengetheother’sperspectivebuttoincorporateitintothesolution.Theother’sviewsshouldbevaluednolessormorethanyourown.TheMotivationandCommitmenttoWorkTogetherForintegrativenegotiationtosucceed,thepartiesmustbewillingtomaketheirownneedsexplicit,toidentifysimilarities,andtorecognizeandacceptdifferences.Waystoenhancemotivationandcommitmenttoproblemsolving.Negotiatorsagreetheygainmorebyworkingtogetherthanseparately.Negotiatorscancommittoeachotherinpresettlementsettlements.Settlementisalegallybindingwrittenagreement.Thesettlementoccursinadvanceofnegotiations.Thesettlementresolvesonlyasubsetoftheissues.Negotiatorscancreateanumbrellaagreementthatprovidesaframeworkforfuturediscussions.Thisallowsflexibilityintherelationshipandforclaimingvalue.TrustMistrustinhibitscollaboration.Threetacticstoelicitinformationfromtheothernegotiatorwhentheymistrustyou.Shareinformationandencouragereciprocity.Negotiatemultipleissuessimultaneously.Makemultipleoffersatthesametime.Todeveloptrusteffectively,eachnegotiatormust:Believethatbothpartieschoosetocooperate.Believethatthisisasignaloftheother’shonesty,openness,andcommitmenttoajointsolution.Generatingtrustisacomplex,uncertainprocess–itdependsinpartonhowthepartiesbehaveandinpartonpersonalcharacteristics.ClearandAccurateCommunicationNegotiatorsmustbewillingtoshareinformationaboutthemselves,revealingwhattheywantandwhy.Negotiatorsmustunderstandthecommunication,ormeaningeachpartyattachestotheirstatements.Mutualunderstandingistheresponsibilityofbothsides.Multiplecommunicationchannelsarehelpful.Theyclarifytheformalcommunication,orFacilitatetheexchangeofinformationiftheformalchannelsbreakdown.Makesuremessagesareconsistent.Whenstrongnegativefeelingsexistorwhenanypartyisinclinedtodominate,neg