But this dock would absolutely turn things around

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helps things a bit. But this dock would absolutely turn things around with her, and, besides, you have no time to look elsewhere given your trip to Toledo late this afternoon. (You really mean all this.) Finally, ardently desiring the dock but trying to sound offhand, you ask the price. It seems very high, oddly, an iota les s than your bonus, "yet very fair, sir, given the dock's truly unique qualities." "And," the shop owner in tones firmly, but with a touch of sadness in his voice, "one do es not haggle over things of such beauty." Fortunately, this was only an unpleasant reverie. Yet it illustrates a venerable technique for claiming value: knowledg§ about how mu~h_ªº,ot>j~s~ grprovision is worJhtoone party canalÍü'WTfié other to extrast itall. In the aboye example, the dock and money were at issue; knowing your craving for the dock and sensing your relative in- difference to money, it was simple for a greedy owner to press his ad- vantage. The same phenomenon, which we have somewhat fancifully
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138 Negotiation Analysis caBed "holding prime values hostage," can occur whether two or more issues are on the tableo If a union negotiator discovers that management pIaces enormous value on one provision of a complex contract, the union can hold that value "hostage" to concessions on the range of other linked issues. The union's claiming tactic in this case is simple: having learned how much management cares about prevailing on this issue, the un- ion commits to grant it only after substantial management conces- sions on the other issues. To gain its desired provision and thwart the union, the management may try several things. First, it will probably seek to downplay its real interest in the provision, hoping to win it at a lower cos1. Second, it can try to separate negotiations over the pro- vision from the other questions at issue, thereby depriving the union of another "currency" for payment. Separation could be accom- plished if the provision were unconditionally settled first-and the other questions were only dealt with later and independently. Equiva- lently, if everything el se was settled first, dealing with this provision at the end could separate i1. Relegating it to a separate negotiating committee might also work. Needless to emphasize, the union will be pressing for linkage at every turno Third, management could seek to undo the effect of the union's commitment to gaining concessions elsewhere. For example, management might make a countercommit- ment to give less, hoping this action would be more credible than the union's and that it would not lead to impasse. The moral of all this is neither that cards should be played right next to one's chest nor that one should sneak a mirror behind one's opponent to see his cards; instead, we stress how potent such tactics can be for claiming value. But central to the Negotiator's Dilemma are the following two realities: undy[~tªnding the other'svalu~!Li~_~s- s.entiªUodevising joinLgains; Y~lexpo~edValu·es--canbe-taken hos- -_ ... - <~_._"-,,--,.,,-,- ,--.,-.,._,-_.- - .• -,-,---...
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