第3章　整合式谈判的战略、战术及其国际商务情境应用

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Chapter3

StrategyandTacticsofIntegrativeNegotiation

Overview

Thefundamentalstructureofintegrativenegotiationissuchthatitallowsbothsidestoachievetheirobjectives.Thegoalsofthepartiesarenotmutuallyexclusive.Ifonesideachievesitsgoals,theotherisnotnecessarilyprecludedfromachievingitsgoals.Oneparty’sgainisnotnecessarilyattheotherparty’sexpense.Althoughthesituationmayinitiallyappeartothepartiestobewin-lose,discussionandmutualexplorationwilloftensuggestalternativeswherebothpartiescangain.Adescriptionoftheeffortsandtacticsbywhichnegotiatorsdiscoverthesealternativesaccountsforthemajorpartofthischapter.ImportantcharacteristicsofintegrativenegotiatorsarelistedinBox3.1.

Evenwell-intentionednegotiatorscanmakethefollowingthreemistakes:failingtonegotiatewhentheyshould,negotiatingwhentheyshouldnot,ornegotiatingwhentheyshouldbutchoosinganinappropriatestrategy.AssuggestedbythedualconcernsmodeldescribedinChapter1,beingcommittedtotheotherparty’sinterestsaswellastoone’sownmakesproblemsolvingthestrategyofchoice.Inmanynegotiations,theredoesnotneedtobewinnersandlosers–allpartiescangain.Ratherthanassumethatnegotiationsarewin-losesituations,negotiatorscanlookforwin-winsolutions–andoftentheywillfindthem.Integrativenegotiations–variouslyknowsascooperative,collaborative,win-win,mutual-gains,interest-based,orproblem-solving–ifthefocusofthischapter.

Box3.1:CharacteristicsofIntegrativeNegotiators

Asuccessfulintegrativenegotiatormodelsthefollowingtraits:

Honestyandintegrity

Abundancementality

Maturity

Systemsorientation

Superiorlisteningskills

LearningObjectives

Understandthebasicelementsofintegrativenegotiation.

Explorethestrategyandtacticsofintegrativenegotiation.

Considerthekeyfactorsthatfacilitatesuccessfulintegrativenegotiation.

Gainanunderstandingofwhysuccessfulintegrativenegotiationsareoftendifficulttoachieve.

ChapterOutline

AnOverviewoftheIntegrativeNegotiationProcess

Thosewishingtoachieveintegrativeresultsfindthattheymustmanageboththecontextandtheprocessofthenegotiationinordertogainthecooperationandcommitmentofallparties.

Keycontextualfactorsinclude:

Creatingafreeflowofinformation

Attemptingtounderstandtheothernegotiator’srealneedsandobjectives

Emphasizingthingspartieshaveincommon,and

Searchingforsolutionsthatmeetthegoalsandobjectivesofbothparties.

Managingintegrativenegotiationsinvolvescreatingaprocessto:

Identifyanddefinetheproblem

Surfaceinterestsandneeds

Generatealternativesolutions,and

Evaluateandselectalternatives.

CreatingaFreeFlowofInformation

Effectiveinformationexchangepromotesthedevelopmentofgoodintegrativesolutions.Failuretoreachintegrativeagreementsisoftenlinkedtothefailuretoexchangeenoughinformationtoallowthepartiestoidentifyintegrativeoptions.

Forthenecessaryexchangetooccur:

Negotiatorsmustbewillingtorevealtheirtrueobjectivesandtolistentoeachothercarefully.

Incontrast,awillingnesstoshareinformationisnotacharacteristicofdistributivebargainingsituations,inwhichthepartiesdistrustoneanother,concealandmanipulateinformation,andattempttolearnabouttheotherfortheirowncompetitiveadvantage.

AttemptingtoUnderstandtheOtherNegotiator’sRealNeedsandObjectives

Youmustunderstandtheother’sneedsbeforehelpingtosatisfythem.

Realizingtheotherparty’sprioritiesarenotthesameasyourown,thiscanstimulatemoreexchangeofinformation,leadingtoabetterunderstandingofthenatureofthenegotiation,andresultinginhigherjointprofits.

Integrativeagreementsarefacilitatedwhenpartiesexchangeinformationabouttheirprioritiesforparticularissues,butnotnecessarilyabouttheirpositionsonthoseissues.

Negotiatorsmustmakeatrueefforttounderstandwhattheothersidereallywantstoachieve.

Thisisincontrasttodistributivebargaining,wherenegotiatorseithermakenoefforttounderstandtheotherside’sneedsandobjectivesordosoonlytochallenge,undermine,orevendenytheotherpartytheopportunitytohavethoseneedsandobjectivesmet.

Ifonenegotiatorisinexperienced,themoreexperiencedpartymayneedtoassistthemindiscoveringtheirunderlyingneedsandinterests.

EmphasizingThingsinCommonbetweenthePartiesandMinimizingtheDifferences

Tosustainafreeflowofinformationandtheefforttounderstandtheother’sneedsandobjectives,negotiatorsmayrequireadifferentoutlookorframeofreference.

Individualgoalsmayneedtoberedefinedthroughcollaborativeeffortsdirectedtowardacollectivegoal.

Attimesthecollectivegoalisclearandobvious,andothertimesitisnotclearoreasytokeepinsight.

SearchingforSolutionsThatMeettheNeedsandObjectivesofBothSides

Thesuccessofintegrativenegotiationdependsonthesearchforsolutionsthatmeettheneedsandobjectivesofbothsides.

Inthisprocess,negotiatorsmustbefirmbutflexible.

Firmabouttheirprimaryinterestsandneeds

Butflexibleabouthowtheseneedsandinterestsaremet

Inacompetitiveinteraction,alowlevelofconcernfortheother’sobjectivesmaydriveoneoftwoformsofbehavior.

Negotiatorsmayworktoensurethatwhattheotherobtainsdoesnottakeawayfromone’sownaccomplishments.

Negotiatorsmayattempttoblocktheotherfromobtaininghisorherobjectivesbecauseofastrongdesiretowinorto“defeattheopponent.”

Incontrast,successfulintegrativenegotiationrequiresbothnegotiatorsnotonlytodefineandpursuetheirowngoalsbutalsotobemindfuloftheother’sgoalsandtosearchforsolutionsthatsatisfybothsides.

Iftheobjectiveofonepartyistogetmorethantheother,successfulintegrativenegotiationisverydifficult.

KeyStepsintheIntegrativeNegotiationProcess

Therearefourmajorstepsintheintegrativenegotiationprocess:

First,identifyanddefinetheproblem

Second,surfaceinterestsandneeds

Third,generatealternativesolutionstotheproblem,and

Fourth,evaluatethosealternativesandselectamongthem.

SeeTable3.1.

Thefirstthreestepsareimportantforcreatingvalue.Thefourthstepinvolvesclaimingvalue.

TherelationshipbetweencreatingandclaimingvalueisshowngraphicallyinFigure3.1.

Thegoalofcreatingvalueistopushthepotentialnegotiationsolutionstowardtheupperright-handsideofFigure3.1.

Whenthisisdonetothefullestextentpossible,thelineiscalledtheParetoefficientfrontier,andcontainsthepointwhere“thereisnoagreementthatwouldmakeanypartybetteroffwithoutdecreasingtheoutcomestoanyotherparty.”

Itisimportantthatprocessestocreatevalueprecedethosetoclaimvaluefortworeasons:

First,thecreating-valueprocessismoreeffectivewhenitisdonecollaborativelyandwithoutafocusonwhogetwhat,and

Second,becauseclaimingvalueinvolvesdistributivebargainingprocesses,andmayderailthefocusoncreatingvalueandmayevenharmtherelationshipunlessitisintroducedeffectively.

Step1:IdentifyandDefinetheProblem

Theproblemidentificationstepisoftenthemostdifficultone,butcritical.

Thisisacriticalstepforintegrativenegotiationbecauseitsetsbroadparametersregardingwhatthenegotiationis“about”andprovidesaninitialframeworkforapproachingthediscussion.

Shouldbecomprehensiveenoughtocapturecomplexitiesofthesituationwhilenotmakingthesituationappearmorecomplexthanitactuallyis.

DefinetheProbleminaWayThatIsMutuallyAcceptabletoBothSides

Forpositiveproblemsolvingtooccur,bothpartiesmustbecommittedtostatingtheprobleminneutralterms.

Theproblemstatementmustbeacceptabletobothsidesandnotwordedsothatitlaysblameorfavorsthepreferencesorprioritiesofonesideovertheother.

Partiesmayberequiredtorevisetheproblemstatementseveraltimesuntiltheyagreeonitswording.

Itiscriticaltonote:

Problemdefinitionis,andshouldbe,separatefromanyefforttogenerateorchoosealternatives.

StatetheProblemwithanEyetowardPracticalityandComprehensiveness

Iftheproblemiscomplexandmultifaceted,andthestatementoftheproblemdoesnotreflectthatcomplexity,theneffortsatproblemsolvingwillbeincomplete.

Thepartiesmaynotevenbeabletoagreeonastatementoftheproblem.

Theobjectiveshouldbetostatetheproblemassuccinctlyaspossiblewhileensuringthemostimportantdimensionsandelementsareincluded.

Partiesmaywanttoclearlyidentifyhowtheissuesarelinked.

Thentheycandecidewhethertoapproachthemasdistinctissues,packagedtogetherlater,ortotreatthemtogetherasasingle,largerproblem.

StatetheProblemasaGoalandIdentifytheObstaclestoAttainingThisGoal

Definetheproblemasaspecificgoalratherthanasasolutionprocess.

Thenspecifyobstaclesthatblockattainmentofthatgoal.

Onekeyissueiswhethertheobstaclescanbechangedorcorrectedbynegotiatingparties.

Ifnot,theobstaclesbecomeboundarymarkersfortheoverallnegotiation.

DepersonalizetheProblem

Whenpartiesareengagedinconflict,theytendtoviewtheirownactionsinapositivelightandtheotherparty’sactionsinanegativelight.

“Yourpointofviewiswrongandmineisright.”

Incontrast,depersonalizingthedefinitionoftheproblemallowsbothsidestoapproachtheissueasaproblemexternaltotheindividualsratherthanasaproblemthatbelongstoonepartyonly.

“Wehavedifferentviewpointsonthisproblem.”

SeparatetheProblemDefinitionfromtheSearchforSolutions

Itisimportantnottojumptosolutionsuntiltheproblemisfullydefined.

Contrastwithdistributivebargaining,wherenegotiatorsstateproblemsintermsoftheirpreferredsolutionandmakeconcessionsbasedonthisstatement.

Insteadofprematuresolutions,negotiatorsshoulddevelopstandardsbywhichpotentialsolutionswillbejudgedforhowwelltheyfit.

Createstandardsbyaskingquestionssuchas:

Howwillweknowtheproblemhasbeensolved?

Howwillweknowthatourgoalhasbeenattained?

Howwouldaneutralthirdpartyknowthatourdisputehasbeensettled?

Isthereanylegitimateinterestorpositionthatremainsunaddressedbyouroutcome?

Isthereanypartywithalegitimateinterestorpositionthathasbeendisenfranchisedbyouroutcome?

Developingstandardsinthiswayandusingthemasmeasuresforevaluatingalternativeswillhelpnegotiatorsavoidasingle-minded,tunnel-visionapproach.

Step2:SurfaceInterestsandNeeds

Identifyinginterestsisacriticalstepintheintegrativenegotiationprocess.

Interestsaretheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeaparticularposition.

Understandinginterestsallowsnegotiatorstoinventasolutionthatmeetstheinterestsofbothsides.

Asolutionthatwasnotapparentbeforenegotiation.

Whentwopartiesbeginnegotiation,theyusuallyexposetheirpositionordemands.

Indistributivebargaining,negotiatorstradepositionsbackandforth,attemptingtoachieveasettlementasclosetotheirtargetsaspossible.

However,inintegrativenegotiation,bothnegotiatorsneedtopursuetheother’sthinkingandlogictodeterminethefactorsthatmotivatedthemtoarriveattheirgoals.

Presumably,ifbothpartiesunderstandtheother’smotivatingfactors,theymayrecognizesimilarinterestsandenvisionnewoptionsthatbothwillendorse.

TypesofInterests

Severaltypesofinterestsmaybeatstakeinanegotiationandeachtypemaybe:

Intrinsic–thepartiesvalueitinandofitself,or

Instrumental–thepartiesvalueitbecauseithelpsthemderiveotheroutcomesinthefuture.

Substantiveinterestsarerelatedtothefocalissuesundernegotiation.

Economicandfinancialissuessuchaspriceorrate,or

Thesubstanceofanegotiationsuchasthedivisionorresources.

Maybeintrinsicorinstrumentalorboth.

Processinterestsarerelatedtohowthenegotiationunfolds.

Onepartymaypursuedistributivebargainingbecausetheyenjoythecompetition.

Anothermaypursueintegrativenegotiationbecausetheywanttohaveasayintheoutcome.

Here,thenegotiatormayfindtheissuesunderdiscussionlessimportantthantheopportunitytovoicetheiropinion.

Theycanbebothintrinsicandinstrumental.

Relationshipinterestsspeaktothevalueoftheongoingrelationshipbetweenthepartiesandthefutureofthatrelationship.

Intrinsicrelationship–thepartiesvaluetherelationshipbothforitsexistenceandforthepleasureorfulfillmentthatsustainingitcreates.

Instrumentalrelationship–partiesderivesubstantivebenefitsfromtherelationshipanddonotwishtoendangerfuturebenefitsbysouringit.

Interestsinprincipleoccurswhencertainprinciplesdeeplyheldbythepartiesserveasthedominantguidestotheiractions.

Someprinciplesinclude:concerningwhatisfair,whatisright,whatisacceptable,whatisethical.

Theseprinciplesofteninvolveintangiblefactors.

Interestsinprinciplescanbeintrinsicorinstrumental.

SomeObservationsonInterests

Thereisalmostalwaysmorethanonetypeofinterestunderlyinganegotiation.

Notethatinterestsofprincipleseffectivelycutacrosssubstantive,process,andrelationshipinterests,sothecategoriesarenotexclusive.

Partiescanhavedifferenttypesofinterestsatstake.

Partiesmaydifferonquestionsofprincipleorprocess.

Bringingintereststothesurfaceenablepartiestoseetheneedtoinventsolutionsaddressingtheinterestsofbothnegotiators.

Interestsoftenstemfromdeeplyrootedhumanneedsorvalues.

Frameworksforunderstandingbasichumanneedsandvaluesarehelpfulforunderstandinginterests.

SuchasMaslow’swell-knownhierarchyofneeds.

Interestscanchange.

Interactionbetweenthepartiescanputsomeintereststorest,butitmayraiseothers.

Negotiatorsmustwatchforchangesintheirowninterestsandtheinterestsoftheotherside.

Surfacinginterests.

Negotiatorsshouldaskthemselveswhattheywantfromthisnegotiationbut,moreimportantly,whytheywantit.

Askprobingquestionsoftheotherpartytodeterminetheirinterests.

Surfacinginterestsisnotalwayseasyortoone’sbestadvantage.

Itisoftendifficulttodefineinterestsandfocusingoninterestsaloneoversimplifiesorconcealstherealdynamicsofaconflict.

Step3:GenerateAlternativeSolutions

Thesearchforalternativesifthecreativephaseofintegrativenegotiation.

Theobjectiveistocreateavarietyofoptionsorpossiblesolutionstotheproblem

Evaluatingandselectingfromamongthoseoptionswillbethetaskinthefinalphase.

Techniquesforgeneratingalternativesolutionsfallintotwogeneralcategories.

Thefirstrequiresthenegotiatorstoredefine,recast,orreframetheproblem(orproblemset)tocreatewin-winalternativesoutofwhatearlierappearedtobeawin-loseproblem.SeeBox3.2.

Thesecondtakestheproblemasgivenandcreatesalonglistofoptionsfromwhichthepartiescanchoose.

Inintegrativenegotiationoveracomplexproblem,bothtypesoftechniquesmaybeusedandevenintertwined.

InventingOptions:GeneratingAlternativeSolutionsbyRedefiningtheProblemorProblemSet

Techniquesinthiscategorycallforthepartiestodefinetheirunderlyingneedsandtodevelopalternativestomeetthem.

Eightmethodsareprovided,eachrefocusestheissuesunderdiscussionandrequiresprogressivelymoreinformationabouttheothersides’trueneeds.

Solutionsmovefromsimpler,distributiveagreementstomorecomplex,integrativeones.

Logroll

Successfullogrollingrequiresthepartiestofindmorethanoneissueinconflict;thepartiesthenagreetotradeoffamongtheseissuessothatonepartyachievesahighlypreferredoutcomeonthefirstissueandtheotherpersonachievesahighlypreferredoutcomeonthesecondissue.

Anycombinationoftwoormoreissuesmaybesuitableforlogrolling.

Initappearsinitiallythatonlyoneissueisatstake,thepartiesmayneedtoengagein“unbundling”or“unlinking,”whichseparatesasingleissueintotwoormoreissuessothatlogrollingmaybegin.

ExpandthePie

Manynegotiationbeginwithashortageofresources.

Asimplesolutionistoaddresources–expandthepie–insuchawaythatbothsidescanachievetheirobjectives.

Careful,thesolutionmaybeintegrativeforthenegotiatorsbutproblematicforotherstakeholders.

ModifyingtheResourcePie

Whileexpandingtheresourcepiemaybeattractive,itdoesnotalwayswork.

Arelatedapproachistomodifytheresourcepieinsuchawayastobenefitbothsides.

Expandandmodifytheresourcepie–addresourcesinsuchawaythatbothsidescanachievetheirobjectives.

FindaBridgeSolution

Whenthepartiesareabletoinventnewoptionsthatmeetalltheirrespectiveneeds,theyhavecreatedabridgesolution.

Successfulbridgingrequiresafundamentalreformulationoftheproblemsothatthepartiesarenotdiscussingtheirpositionsbutdisclosinginformationtodiscoverunderlyinginterestsandinventingoptionsthatwillsatisfythoseneeds.

Bridgingsolutionsdonotalwaysremedyallconcerns.

Ifnegotiatorsfundamentallycommitthemselvestoawin-winnegotiation,bridgingsolutionsarelikelytobehighlysatisfactorytobothsides.

NonspecificCompensation

Anotherwaytogeneratealternativesistoallowonepersontoobtaintheirobjectivesandcompensatetheotherpersonforaccommodatingtheirinterests.

Thecompensationmaybeunrelatedtothesubstantivenegotiation,ornonspecific.

Fornonspecificcompensationtowork,thepersondoingthecompensatingneedstoknowhowmuchcompensationisneededtomaketheothersatisfied.

Thediscoveryprocesscanturnintoadistributivebargainingsituation.

CuttheCostsforCompliance

Throughcostcutting,onepartyachievestheirobjectivesandtheother’scostsareminimizediftheyagreetogoalong.

Unlikenonspecificcompensation,costcuttingisdesignedtominimizetheother’scostsforagreeingtoaspecificsolution

Thetechniqueismoresophisticatedthanlogrollingornonspecificcompensationasitrequiresamoreintimateknowledgeoftheother’srealneeds.

Superordination

Superordinationsolutionsoccurwhen"thedifferencesininterestthatgaverisetotheconflictaresupersededorreplacedbyotherinterests."

Compromise

Compromisesarenotconsideredtobeagoodintegrativestrategyexceptforcircumstanceswherepartiesareveryentrenchedanditisunlikelythatamorecomprehensiveagreementispossible.

Thesuccessfulpursuitoftheseeightstrategiesrequiresameaningfulexchangeofinformationbetweentheparties.

Partiesmusteithervolunteerinformationoraskeachotherquestionsthatwillgeneratesufficientinformationtorevealwin-winoptions.

AseriesofrefocusingquestionsthatmayrevealthesepossibilitiesisshowninTable3.2.

GeneratingAlternativeSolutionstotheProblemasGiven

Theseapproachescanbeusedbythenegotiatorsthemselvesorbyanumberofotherparties.Severalarecommonlyusedinsmallgroupsasgroupsarefrequentlybetterproblemsolversthanindividuals.

Brainstorming

Smallgroupsworktogenerateasmanysolutionstotheproblemaspossible.

Someonerecordsthesolutions,withoutcomment,astheyareidentified.

Shouldbespontaneous,evenimpractical,uncensoredsolutions.

Nodiscussionorevaluationofanysolutionisallowed.

Successdependsontheintellectualstimulationthatoccursasdifferentideasaregenerated.

Thefollowingrulesshouldbeobservedwhenengaginginbrainstorming:

Avoidjudgingorevaluatingsolutions–criticisminhibitscreativethinking.

Separatethepeoplefromtheproblem–depersonalizetheproblemandtreatallpossiblesolutionsasequallyviable,regardlessofwhoinitiatedthem.

Beexhaustiveinthebrainstormingprocess–oftenthebestideassurfaceduringthelatterpartoftheactivity.

Askoutsiders–whocanprovideadditionalinputtothelistofalternatives,orwhocanhelporchestratetheprocessandkeepthepartiesontrack.

Surveys

Adisadvantageofbrainstormingisthatitexcludestheideasofpeoplenotpresentatthebrainstormingsession.

Adifferentapproachistodistributeawrittenquestionnairetoalargenumberofpeople,statingtheproblemandaskingthemtolistallpossiblesolutionstheycanimagine.

Canbeconductedinashorttime,especiallyelectronically.

Theliabilityisthatthepartiescannotbenefitfromseeingandhearingeachother’sideas,akeyadvantageofbrainstorming.

Electronicbrainstorming

Afacilitatorusesaseriesofquestionstoguideinputfromparticipants,whotypetheiranonymousresponsesintoacomputerwhichaggregatesanddisplaystheentriestothegroupasawhole.

Additionalprobingquestionsmaybeasked.

Electronicbrainstormingmaybeespeciallyusefulforintegrativenegotiationsthatinvolvemultipleparties

Orduringpreparationforintegrativenegotiationswhentherearedisparateviewswithinone’steam.

SectionSummary

Althoughidentifyingoptionssometimesleadstoasolution,solutionsareusuallyattainedthroughhardworkandpursuitofseveralrelatedprocesses:

Informationexchange

Focusingoninterestsratherthanpositions

Andfirmflexibility.

Amongthemanyalternativesthatwillsatisfyanegotiator,theimportantonesdirectlyaddressthetoppriorities.

Negotiatorsneedtobeabletosignalthepositionsonwhichtheyarefirmandthepositionsonwhichtheyarewillingtobeflexible.

Severaltacticscanbeusedtocommunicatefirmflexibility,asshowninBox3.3.

Step4:EvaluateandSelectAlternatives

Thefourthstageintheintegrativenegotiationprocessistoevaluatethealternativesgeneratedinthepreviousphaseandselectthebestonestoimplement.

Thereareaseriesofstepsforguidance.

Definitionsandstandards

Alternatives

Evaluation

Selection

Negotiatorsshouldweighorrank-ordereachoptionagainstclearcriteria.

Ifnooptionappearssuitable,thisindicateseither

Theproblemwasnotclearlydefined–returntodefinitions,or

Thestandardsdevelopedearlierarenotreasonable–returntostandards

Finally,thepartieswillneedtoengageinsomeformofdecision-makingprocesswheretheydebatetherelativemeritsofeachnegotiator’spreferredoptionsandcometoanagreementonthebestoptions.

Payattentiontotherelationshipandmakesuretheprocessdoesnotharmtherelationshipatthisstage.

Thefollowingguidelinesshouldbeusedinevaluatingoptionsandreachingaconsensus.

NarrowtheRangeofSolutionOptions

Examinethealternativesandfocusonthosethatoneormorenegotiatorsstronglysupportandeliminatesolutionsnotstronglyadvocatedforbyatleastonenegotiator.

EvaluateSolutionsontheBasisofQuality,Standards,andAcceptability

Judgesolutionsontwomajorcriteria:howgoodtheyareandhowacceptablearetheywillbetothosewhohavetoimplementthem.

Partiesshouldappealtoobjectivestandardsformakingdecisions.

So,thepartiesshouldsearchforprecedents,industrystandards,arbitrationdecisions,orotherobjectivelyfairoutcomesandprocessestouseasbenchmarks.

Negotiatorsmustbepreparedtomaketrade-offstoensurethecriteriaofbothqualityandacceptabilityaremet.

AgreetotheCriteriainAdvanceofEvaluatingOptions

Negotiatorsshouldagreetothecriteriaforevaluatingpotentialintegrativesolutionsearlyintheprocessthenusethecriteriawhentheyhavetonarrowthechoiceofoptionstoasinglealternativeortoselecttheoptionmostlikelytosucceed.

Itisagoodideatocheckcriteriaperiodicallyanddeterminewhethereachnegotiatorplacesthesamepriorityonthemasbefore.

BeWillingtoJustifyPersonalPreferences

Peopleoftenfindithardtoexplainwhytheylikewhattheylikeordislikewhattheydislike.

Pressingopponentstojustifythemselvesusuallymakesthemangryanddefensive.

Yetinterests,values,andneedsunderliepositionsandinquiriesabouttheother’spreferencesmayidentifyunderlyinginterestsandneeds.

BeAlerttotheInfluenceofIntangiblesinSelectingOptions

Intangiblesorprinciplescanserveasstronginterestsforanegotiator.

Itisgoodpracticetohelptheotherpartyidentifyintangiblesandmakethempublicaspartoftheevaluationprocess.

Theotherpartyislikelytopreferoptionsthatsatisfythoseintangibles.

UseSubgroupstoEvaluateComplexOptions

Smallgroupsmaybeparticularlyhelpfulwhenseveralcomplexoptionsmustbeconsideredorwhenmanypeoplewillbeaffectedbythesolution.

TakeTimeOuttoCoolOff

Ifthepartiesbecomeangry,theyshouldtakeabreak.

Theyshouldmaketheirdissatisfactionknownandopenlydiscussthereasonsforit.

Partiesshouldbeonanevenemotionalkeelbeforecontinuingtoevaluateoptions.

Thepartiesshoulddepersonalizethediscussionasmuchaspossiblesothattheoptionsforsettlementarenotassociatedwiththepeoplewhoadvocatedthem.

ExploreDifferentWaystoLogroll

Thestrategyoflogrollingisalsousedasmechanismtocombineoptionsinotnegotiatedpackages.

Thereareanumberofapproachesbutthreerelatetothemattersofoutcome,probabilities,andtiming–inotherwords,whatistohappen,thelikelihoodofithappening,andwhenithappens.

ExploreDifferencesinRiskPreference

Peoplehavedifferenttolerancesforrisk,anditispossibletocreateapackagethatrecognizesdifferencesinriskpreferences.

Twoentrepreneursarediscussingafuturebusinessventure.

Onehaslittletorisknowandeverythingtogaininthefuture

Theotherhasalotatrisknowanddoesnotwanttorisklosingitifthefutureisbad.

Iftheyagreetosplitprofitsinthefuture,theonewithmostatriskmayfeelvulnerable.

Logrollingaroundtheseinterestcreatesasolutionthatprotectsoneentrepreneur’scurrentinvestmentfirstwhileprovidinglong-termprofitsfortheother.

ExploreDifferencesinExpectations

Differencesinexpectationsoffutureeventspermitsthepartiestoinventasolutionaddressingtheneedsofbothsides.

Theentrepreneurwithalottolosenowmaybepessimisticofthefutureandsettlesforsmaller,assuredpayou