第10章　多方谈判与团队谈判

EssentialsofNegotiationPart03:NegotiationRelationshipsChapter10:MultipleParties,Groups,andTeamsinNegotiation©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.TheNatureofMultipartyNegotiationsAmultipartynegotiationisoneinwhichmorethantwointerestedpartiesareworking

togetheratthetabletoachieveacollectiveobjective.Accessthetextalternativesfortheseimages.2DifferencesbetweenTwo-PartyNegotiationsandMultipartyNegotiationsNumberofparties.Socialrolesmaychangethepowerandstatusduringtalks.Informationalandcomputationalcomplexity.Trackingsolutionboundariesisachallenge.Socialcomplexity.Smallgroupdynamicsaffectnegotiatorbehavior.Proceduralcomplexity.Discussingmultipleissuesatthesametimeleadstobetteragreements.Logisticalcomplexity.Facilitateintegrativeagreementbybringingpartiesphysicallyclose—interpretifneeded.Strategiccomplexity.Dealingwitheachstrategymay:Leadtodistributivetactics.Strategiccontrolofpartynumbers.Leadtocoalitionbuilding.“snowball”coalitions.Pastorfuturerelationsmayshapecurrentdiscussions.3WhatDynamicsCanMakeaMultipartyNegotiationEffective?Testassumptionsandinferences.Shareasmuchrelevantinformationaspossible.Focusoninterests,notpositions.Explainthereasonsbehindyourstatements,questions,andanswers.Bespecific—useexamples.Agreeonthemeaningofimportantwords.Disagreeopenlywithanymemberofthegroup.Makestatements;theninvitequestionsandcomments.Jointlydesignwaystotestdisagreementsandsolutions.Discussundiscussableissues.Keepthediscussionfocused.Donottakecheapshotsorcreateirrelevantsidetracksorotherwisedistractthegroup.Expecttohaveallmembersparticipateinallphasesoftheprocess.Exchangerelevantinformationwithpartiesnotatthetable.Makedecisionsbyconsensus.Conductaself-critique.4ManagingMultipartyNegotiationsTherearethreekeystagestomanage:theprenegotiationstage,theactualnegotiations,andtheagreementstage.Inthenextsectionweaddressthesethreestagesandidentifywhatasinglenegotiatorcandointhefollowingsituations.Theywanttoensuretheirownissuesandinterestsareclearlyincorporatedintothefinalagreement.Theywanttoensurethegroupreachesthehighest-qualityandbestpossiblefinalagreement.Theyareresponsibleforoverseeingamultipartynegotiationprocesstoensurethatmanyofthestrategicandproceduralcomplexitiesareeffectivelymanaged.5ThePrenegotiationStageThisstageischaracterizedbyalotofinformalcontactamongtheparties.Partiesworkonanumberofimportantissues.Whoisatthetable.Whethercoalitionscanbeformed.Whatmemberrolesdifferentpartieswilltake.Understandingtheconsequencesofnoagreement.Andconstructinganagenda.6PrenegotiationStage—IdentifyParticipantsPartiesmustagreeonwhoisinvitedtothetalks,whichmaytaketimewithcomplexnegotiations.Participantscanbedecidedonthebasisofanyofthefollowing.Whomustbeincludedifadealistobereached?Whocouldspoilthedealiftheyareexcluded?Whosepresenceislikelytohelpotherpartiesachievetheirobjectives?Whosepresenceislikelytokeepotherpartiesfromachievingtheirobjectives?Whosestatuswillbeenhancedsimplybybeingatthetable?7PrenegotiationStage—CoalitionsandRolesCoalitionsmayformbeforenegotiationsbeginorduringnegotiations.Coalitionsmayformtopromoteorblockaparticularagendaitem.Therearethreetypesofrolesmembersplay.Taskrolesmovethegrouptowardconclusion.Initiating/offering,informationseeking,opinionseeking,elaborating,evaluating,coordinating,andenergizing.Relationshiprolessustaingoodrelationships.Encouraging,harmonizing,compromising,gatekeeping,andstandardsetting.Self-orientedrolesbringattentiontoanindividual,oftenattheexpenseofothers.Blocking,recognitionseeking,dominating,andavoiding.8PrenegotiationStage—CostsNoAgreementInone-on-oneencounters,aBATNAisimportantduringimpasse.Butwhatifagroupofequalsisassignedadecisionandthereisnoagreement—whodecides?Arethecoststhesameforeverynegotiator?Differentagentshavedifferentcostsassociatedwithnoagreement.MemberswithaBATNAarelikelytohavemorepower.Doallpartiesperceivetheiragreementandno-agreementoptionsaccurately?Inmultipartynegotiations,perceptualbiaseslikelyaffectnegotiatorsbyinflatingtheirsenseofpowerandabilitytowin.Thismayleadthemtobelievethattheno-agreementalternativeismuchbetterthanitreallyis.Realitycheckingwithothersisimportanttokeepbiasesundercontrol.9PrenegotiationStage—IssuesandAgendaTherearemanyreasonswhyanagendacanbeaneffectivedecisionaid.Itestablishestheissuesthatwillbediscussed.Dependingonhowtheissuesareworded,itcanalsodefinehoweachissueisdiscussed.Itcandefinetheorderinwhichissuesarediscussed.Itcanbeusedtointroduceprocessissuesaswellassubstantiveissues,simplybyincludingthem.Itcanassigntimelimitstovariousitems,therebyindicatingtheimportanceofthevariousissues.10PrenegotiationStage—TheConnectModelInadditiontocreatinganagenda,partiesmightalsoagreetoabidebyasetofgroundrules—waystoconductthemselvesduringthenegation.TheConnectModelisaprovenapproachtobuildingeffectivegrouprelationships.Table10.2:TheConnectModelandRequirementsforRelationshipBuildingFourRequirementsProcessModelCanweagreetohaveaconstructiveconversation?Committotherelationship.Optimizesafety.Canourconversationbeproductiveenoughtomakeadifference?Narrowthediscussiontooneissue.Neutralizedefensiveness.Canweunderstandandappreciateeachother’sperspective?Explainandecho.Canwecommittomakingimprovements?Changeonebehavioreach.Trackit!Source:FromFrankLaFastoandCarlLarson,WhenTeamsWorkBest:6,000TeamMembersandLeadersTellWhatItTakestoSucceed(ThousandOaks,CA:SagePublications,2001),p.51.11FormalStage—AppointanAppropriateChairMultipartynegotiationsbenefitfromaneutralchairperson,implementingthefollowingtactics.Explicitlydescribeyourrole.Introduceanagendabasedonissues,concerns,priorities.Makelogisticalarrangements.Introducegroundrules.Createorreviewdecisionstandardsandrules.Assurememberstheywillhaveopportunitytospeakandgettheirissuesonthetable.Beanactivegatekeeper.Listenforinterestsandcommonalities.Introduceexternalinformationthatwillilluminatetheissues.Summarizefrequently.Particularlywhenstalled,confused,ortense.12FormalStage—UseandRestructuretheAgendaAnagendaiscriticaltocontrollingtheflowanddirectionofnegotiations.Introducedandcoordinatedeitherbythechairorbytheparties.Provideslow-powergroupsawayofgettingtheirissuesaddressed.Howanagendaisbuilt,andwhobuildsit,willgreatlyimpactnegotiationflow.Negotiatorsfacinganunacceptablepreemptiveagendashouldletothersknowtheyconsidertheagendaopentodiscussion.Inotherwords,makesurethatagendamodificationsarepartoftheagenda.Agendasmayartificiallypartitionrelatedissues.Bewillingtochallengeandreconfigureanagendaifitleadstoanintegrativeagreement.13FormalStage—DiversityofInformationandPerspectivesAthirdwaytofacilitatethenegotiationistoensurethepartiesreceiveavarietyofperspectivesaboutthetaskandsourcesofinformation.Thenatureofinformationchangesdependingonthetask.Thechairshouldensurethatinputisreceivedfromeveryoneandthatrelevantdataiscirculatedanddiscussed.Fivekeystepsachaircanimplementtoensurehavinganeffective,amicabledisagreementonateam.Collectyourthoughtsandcomposurebeforespeaking.Trytounderstandtheotherperson’sposition.Trytothinkofwaysthatyoubothcanwin.Considerhowimportantthisissueistoyou.Rememberthatyouwillprobablyhavetoworktogetherwiththesepeopleinthefuture.14FormalStage—ConsiderAllAvailableInformationPartiesseldomconsiderwhatdiscussionnormstheyaregoingtofollowandthereareseveralthingsthatcanundermineaneffectivediscussion.Unwillingnesstotolerateconflictingpointsofviewandperspectives.Sideconversations.Nomeansfordefusinganemotionallychargeddiscussion.Comingtoameetingunprepared.Strategiesmaymanagethesepotentiallydestructivediscussionnorms.TheDelphiTechnique.A

moderatorsendsaquestionnairetoallparties,askingforinput.Brainstorming.Partiesdefineaproblemandgenerateasmanysolutionsaspossiblewithoutcriticizinganyofthem.NominalGroupTechniqueevaluatesbrainstormedsolutions.15FormalStage—ManageConflictEffectivelyThepartiesmustgeneratemanyideasandapproachestoaproblem—whichusuallycreatesconflict.Whendonewell,conflictisanaturalpartofthedecision-makingprocess.Whendonepoorly,conflictactivelydisruptsallprocesses.Onestudyexaminedthreekindsofconflicttypicaltoworkgroups.Relationshipconflict—interpersonalincompatibilities.Taskconflicts—differencesinviewpointsaboutthegroup’stask.Processconflicts—conflictonhowtaskaccomplishmentwillproceed.High-performinggroupshadthefollowingcharacteristics.Low,butincreasinglevelsofprocessconflict.Lowlevelsofrelationshipconflictwitharisenearthedeadline.A

moderateleveloftaskconflictatthemidpoint.16FormalStage—DecisionRulesDecisionrulesmustbemanaged—howthegroupwilldecidewhattodo.Decisionscanbemadebydictatorship—onepersondecides.Byoligarchy—adominantminoritycoalitiondecides.Simplemajority—onemorepersonthanhalfdecides.Two-thirdsmajority.Quasi-consensus—mostofthepartiesagree,andthosewhodissentagreenottoprotestorraiseobjections.Trueunanimity.Consensus—everyoneagrees.Determiningdecisionrulesbeforetalksstartsignificantlyaffectstheprocess.Ifsimplemajorityrules,coalitionsmayformbeforedeliberations.Ifconsensusistherule,thegroupmustworkhardtoreachagreement.17FormalStage—FirstAgreementIftheobjectiveisconsensusorthebestqualitysolution,negotiatorsshouldnotstrivetoachieveitallatonce.Instead,striveforafirstagreement,thenrevise,upgrade,improve.Undermultipartyconditions,achievingtrueconsensusbecomesmoredifficult,evenifatrueconsensussolutionexists.Itisoftenbettertosetamoremodestobjective:toreachapreliminaryagreementoratentativeconsensus.Thedrawbackisthatmanypartiesmaybesatisfiedwiththefirstsolution.Resistancetofurtherdeliberationsmaybeovercomebytakingabreak,encouragingthepartiestocritiqueandevaluatetheagreement.Withplanstocomebackforsecond-agreementnegotiations(renegotiations).18FormalStage—ProblematicBehaviorsIndividualbehaviorsmaycreatedifficultyinachievinganeffectivegroup—arrivinglate,comingunprepared,andcausingdistractions.Hereareanumberoftacticsfordealingwithproblematicbehavior.Bespecificabouttheproblembehavior—offerclearexamples.Phrasetheproblemasonethatisaffectingtheentireteam,ratherthanjustyou—use“we”insteadof“you”toavoiddefensiveness.Focusonbehaviorstheothercancontrol.Waittogiveconstructivecriticismuntiltheindividualcantrulyhearandacceptit.Keepfeedbackprofessional.Useaciviltoneanddescribetheoffendingbehavioranditsimpactspecifically.Makesuretheotherhasheardandunderstoodyourcomments.19TheAgreementStagePartieschooseanalternativeandfourkeyproblem-solvingstepsoccur.Selectthebestsolution.Thefairnessofthesolutionshouldbeoneoftheprimarycriteriaforselectingthispackage.Developanactionplan.Thisincreasesthelikelihoodasolutionwillbeimplementedcompletely,effectively,andontimeImplementtheactionplan.Thisislikelytotakeplaceafterthegroupdisbandsbutitneedstofollowtheestablishedguidelines.Evaluateoutcomesandtheprocess.Evaluationoftheprocessandoutcomecanbecriticalforsurfacingdataabouttheeffectivenessoftheprocessfollowed.20AgreementStage—WhattheChairCanDotoHelpMovethegrouptowardselectingoneormoreoftheoptions.Usetheprocessrulestoreachanintegrativeagreement.Permitandencouragepackagingandtrade-offs.Shapeanddraftthetentativeagreement.Writeitdown,workonlanguage,displayandeditfreely.Discusswhateverimplementationandfollow-upstepsneedtooccur.Makeassignmentstoensurekeyactionstepsareexecuted.Thankthegroupfortheirparticipation,theirhardwork,andtheirefforts.Acelebrationandformalthank-younotesorgi