Strategy and Tactics of

Integrative Negotiation
Recall from last session…

• Last Session(s):
– Win-Loose, Zero-Sum, Distributive.
– For some, Loose-Loose.

• What were your take-away’s?

What else did we learn?
Common Mistakes
• Negotiating when you should not

• Not negotiating when you should

• Inappropriate strategy
This Session:

– Win-Win, Mutual Gains & Their Differences

What Makes Integ3-1r2 ative
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
Characteristics
•Honesty & Integrity
•Trust

•Abundance Mentality
•Give to get

•Maturity
•Stand up for your
Issues

•Systems Orientation
•We are just a part of
a larger goal

•Listening Skills
Overview

• Create a free flow of information

– Exchange enough information to allow creativity
• Understand the other negotiator’s real needs
and objectives
– Our needs are prioritized/valued differently
• Emphasize the commonalties between the
parties and minimize the differences
– Keep main goal in mind…prioritize
• Search for solutions that meet the goals and
objectives of both sides
– Firm but Flexible. Measure success by total goal’s
satisfied, not only yours.
Key Steps in the Integrative
Negotiation Process

1. Identify and define the problem

2. Understand the problem fully
3. Generate alternative solutions
4. Evaluate and select among alternatives
Identify and D efine the Problem
3- 18

• Define the problem in a way that is mutually

acceptable to both sides
• State the problem with an eye toward
practicality
and comprehensiveness
• State the problem as a goal and identify the
obstacles in attaining this goal
• Depersonalize the problem
• Separate the problem definition from the search
for solutions – avoid a rush towards a solution.
Understand the Problem3-F ully – Identify
Interests and Needs (why)

• Interests: the underlying concerns, needs,

desires, or fears that motivate a negotiator
– Substantive interests = key issues

– Process interests = the way the dispute is settled

– Relationship interests = value of their

relationship

– Interests in principle: doing what is

fair, right, acceptable, ethical may be shared by
the parties
Some observations on interest
• More than one type of interest – ALWAYS

• Different types of interests at stake

• Stem from deeply rooted human needs or values

• Can change

• Surfacing interests – not always to one’s advantage

• Focusing on interest ONLY can be harmful

Interests

•Taxes
•Payment Terms
•Specifications
•Transportation
•Delivery Date
•Quantity
•Process
•Risk/Contract
Generate Alternative Solutions

• Invent options by redefining the problem

set:
– Expand the pie; more uses for more resources
– Logroll; add more issues, then solve more together
– Cut the costs for compliance of the other party
– Find a bridge solution
• Generate options to the problem as a
given:
– Brainstorming
– Electronic brainstorming
– Surveys
Re-Forming Questions
for Win-Win Options

How can both parties get what

they want?

What issues are higher and

lower priority for me? Them?

What is inexpensive for me to

give and valuable for them as
non- specific compensation
(benefits)

What can I do to minimize the

other’s risks/costs?

What are the other negotiators

real interests and needs?
Mine?

Match your Higher Priorities

against their lower priorities: find
win-win.
Evaluation and Selection of
Alternatives
• Narrow the range of solution options
– Focus on the positive options…
• Evaluate solutions on:
– Quality …how good they are.
– Objective standards…
– Acceptability…How acceptable.
• Agree to evaluation criteria in advance
• Be willing to justify personal preferences
• Be Alert to the influence of intangibles
• Use subgroups to evaluate complex options
Evaluation

• Take time to “cool off”

– Use patience and focus on positive options
• Explore different ways to logroll
– Exploit differences in expectations and risk/ time
preferences
– Keep decisions tentative and conditional until
a final proposal is complete
– Minimize formality, record keeping until final
agreements are closed
Summary:

1. Some common objective or goal

2. Faith in one’s own problem-solving ability
3. A belief in the validity of one’s own
position and the other’s perspective
4. The motivation and commitment to work
together
Success Factors…(continued)

5. Trust
6. Clear and accurate communication
7. An understanding of the dynamics of
integrative negotiation
Why Integrative Negotiation difficult
3-28 to

achieve

• The history of the relationship between the

parties
– If contentious in past, it is difficult not to look at
negotiations as win-lose
• The belief that an issue can only be
resolved distributively
– Negotiators are biased to avoid behaviors
necessary for integrative negotiation
• The mixed-motive nature of most
negotiating situations
– Purely integrative or purely distributive
situations are rare
• The conflict over the distributive issues
tends to drive out cooperation, trust needed
for finding integrative solutions