Negotiation Strategies

Avoidingalossofrespect preventingastrike

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Unformatted text preview: to avoid a loss of customers. The goal is also aggressive to the extent that the same activity lures new customers away from competitors, a result which is likely to weaken the latter. 17 PROCESS OF STRATEGY DETERMINATION Strategies are chosen for use in a particular negotiation in order to achieve your side’s goals. The nature of those goals will affect the choice of strategy or strategies. A variety of factors determine the best strategy for a negotiating situation. 18 PROCESS OF STRATEGY DETERMINATION • • • • • The choice of strategy also may be affected by the answers to a number of questions, such as: Does the negotiation involve a transaction or a dispute? Is there more than one issue involved? Can new issues be introduced into the negotiation? Are the parties’ interests short­term or long­term? Are the parties’ relationships long­term, limited to one negotiation or some where in between? 19 20 20 MAIN NEGOTIATION STRATEGIES • AVOIDANCE STRATEGY • COMPETITIVE STRATEGY • COLLABORATIVE STRATEGY • ACCOMMODATIVE STRATEGY ELİF AKKURT 21 22 22 MAIN NEGOTIATION STRATEGIES THE DUAL CONCERNS MODEL How much concern does the actor have for achieving the substantive outcomes at stake in this negotiation? (substantive goals) How much concern does the negotiator have for the current and future quality of the relationship with the other party? (relationship goals) 23 24 1. AVOIDANCE STRATEGY (The Nonengagement Strategy) Reasons of why negotiators might choose not to negotiate: 1. If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy. 2. It simply may not be worth the time and effort to negotiate. 25 Avoidance Strategy 3. The decision to negotiate is closely related to the desirability of available alternatives. Alternatives are the outcomes that can be achieved if negotiations don’t work out 4. Avoidance may be appropriate when the negotiator is responsible for developing others into becoming better negotiators. 26 Active­Engagement Strategies • • • Competition Collaboration Accommodation 27 2. COMPETITIVE STRATEGY Distributive Bargaining Win­Lose Bargaining (I win, you lose) Zero­sum game: whatever extent one party wins something, the other party losses 28 Competitive Strategy Distributive Bargaining refers to the process of dividing or distributing scarce resources Two parties have different but interdependent goals There is a clear conflict of interests 29 Distributive Bargaining The essence of Distributive Bargaining is who gets what share of fixed pie. 30 Examples of Distributive Bargaining • • • A wage negotiation A price negotiation A boundary or territorial negotiation 31 32 Staking Out the Bargaining Zone 33 3. COLLABORATIVE STRATEGY Integrative Bargaining Win­Win Bargaining (I win, you win) Positive­sum situations are those where each party gains without a corresponding loss for the other party. 34 Integrative Bargaining The law of win/win says “Let’s not do it your way or my way; let’s do it the best way” Greg Anderson The 22 Non­negotiable Ways of Wellness Integrative Bargaining is about searching for common s...
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