The Negotiation Checklist - Simons and Tripp.pdf

3 you will then assign points to each issue to

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3 You will then assign points to each issue to reflect its relative priority and to every possible settle- ment of each issue to reflect the relative desirability of resolving the issue in that way. Such a table allows you to assess the value of any pro- posed agreement by adding up the points it generates. You can then accurately and quickly determine which of several complex agree- ments you prefer. Moreover, it can help you keep the big picture in mind as you discuss the details of your agreement. We describe additional benefits in the next few pages. The first part of Exhibit 1 (on the next page) shows an example of a scoring system that a conference organizer might use to negotiate with a hotel representative. In that example, the issues on the negotia- tion table are the duration of the room-block reservation, the room rate to be charged, the number of complimentary rooms to be pro- vided, and the late-cancellation policy. 4 The maximum number of points possible here is 100. (If the conference organizer gets 100 per- cent of what she wants, then she gets 100 points; if she gets none of the issues that are important to her, then she gets 0 points.) The orga- nizer has said that keeping the spe- cially priced block of rooms avail- able to last-minute registrants up until the week before the confer- ence is very important. Room rate is somewhat less critical, she says, but is still important. Complimen- tary rooms and the cancellation policy are also valued by her, but are less weighty than are the first two. Note that it is not critical for all the increments within an issue to be valued equally. The jump from a 21-day-out block reservation to a 14-day-out reservation, for example, is worth 20 points to the conference 1 There is some risk of overwhelming oneself— and one’s negotiation partner—with too many issues. We suggest a combination of moderation in adding issues with an effective system of note- taking and organization. 2 Any method that serves as a mnemonic device to track and evaluate multiple issues and deals may work. The one we describe is one that has received much attention in negotiation courses and research. See: D.A. Lax and J.K. Sebenius, The Manager as Negotiator (New York: Free Press, 1986). 3 Several negotiation sessions may take place before you can identify all the issues and the range of possible resolutions for those issues. However, we recommend that you list in advance as many issues as you know about and then update the table between negotiation sessions to include additional issues and settlements. 4 Note that we have simplified the issues of such a negotiation for expository purposes. Additional issues might include cancellation clauses, airport transportation, continental break- fasts, function space, additional events or ameni- ties, and so on.
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18 CORNELL HOTEL AND RESTAURANT ADMINISTRATION QUARTERLY Exhibit 1 Creating a scoring system The example shown is a scoring system such as a conference organizer might use.
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