BUS 50.3 Chapter 3 - Copy

BUS 50.3 Chapter 3 - Copy - CHAPTER THREE Strategy And...

Info iconThis preview shows pages 1–8. Sign up to view the full content.

View Full Document Right Arrow Icon
CHAPTER THREE Strategy And Tactics of Integrative Negotiation
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
What Makes Integrative Negotiation Different? Focus on commonalties rather than differences Address needs and interests, not positions Commit to meeting the needs of all involved parties Exchange information and ideas Invent options for mutual gain Use objective criteria to set standards
Background image of page 2
Characteristics of Integrative Negotiator Honesty and integrity Abundance mentality (i.e., perceive concessions as a way to enlarge the pie) Maturity: the courage to stand up for your issues and values while also recognizing that the other’s issues and values are important too Systems Orientation: look at ways in which whole system can be optimized (rather than focusing on suboptimizing parts of the system) Excellent Listening Skills
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Overview of the Integrative Negotiation Process Create a free flow of information Attempt to understand the other negotiator’s real needs and objectives Emphasize the commonalties between the parties and minimize the differences Search for solutions that meet the goals and objectives of both sides
Background image of page 4
Key Steps in the Integrative Negotiation Process Identify and define the problem Understand the problem fully identify interests and needs on both sides Generate alternative solutions Evaluate and select among alternatives
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Creating and Claiming Value Identify and define the problem (Creating) Understand the problem fully by identifying interests and needs on both sides (Creating) Generate alternative solutions (Creating) Evaluate and select among alternatives (Claiming)
Background image of page 6
Identify and Define the Problem Define the problem in a way that is mutually acceptable to both sides State the problem as clearly as possible (differs from distributive bargaining where the goal is to make the problem as complex as possible in order to obtain concessions) State the problem as a goal and identify the obstacles in attaining this goal (i.e., goal of what you want to achieve) Depersonalize the problem Separate the problem definition from the search for
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 8
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 24

BUS 50.3 Chapter 3 - Copy - CHAPTER THREE Strategy And...

This preview shows document pages 1 - 8. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online