CHAPTER

THREE
STRATEGY AND TACTICS
OF INTEGRATIVE
NEGOTIATION
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Objectives 2

1. Understand the basic elements of an integrative

negotiation situation
2. Explore the strategy and tactics of integrative
negotiation
3. Consider the key factors that facilitate
successful integrative negotiation
4. Gain an understanding of why successful
integrative negotiations are often difficult to
achieve
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3
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
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Overview of the Integrative 4
Negotiation Process
Create a free flow of information
 Reveal objective and listen to each other
 Create conditions for open discussion of all related
issues
Attempt to understand the other negotiator’s real needs and objectives
 Exchange information
 Understand the nature of negotiation
 Achieve higher join gain
Overview of the Integrative 3-
5
Negotiation Process
Create a free flow of information
Emphasize the commonalties between the parties and
minimize the differences
• Redefine individual goals toward collective goals
• Compromise with unclear collective goals

Search for solutions that meet the goals and objectives of

both sides
•Flexible able how needs and interest are met
•Mindful of the other party’s goals
•Search for solution that satisfy both sides at a certain degree
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6
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
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Claiming and Creating Value 7
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8
Step 1: Identify and Define
the Problem
 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
Step 2: Understand the Problem - 3-
9
Identify Interests and Needs

 Interests: the underlying concerns, needs, desires,

or fears that motivate a negotiator
 Substantive interests relate to key issues in the negotiation
 Process interests are related to the way the dispute is
settled
 Relationship interests indicate that one or both parties
value their relationship
 Interests in principle: doing what is fair, right, acceptable,
ethical may be shared by the parties
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Observations on Interests 10

1. There is almost always more than one

2. Parties can have different interests at stake
3. Often stem from deeply rooted human needs or
values
4. Can change
5. Numerous ways to surface interests
6. Surfacing interests is not always easy or to
one’s best advantage
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Step 3: Generate Alternative 11

Solutions
Two techniques
 Inventing Options: Generating Alternative
Solutions by Redefining the Problem or Problem
Set
 Generate Alternative Solutions to the Problem
as Given
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Step 3: Generate Alternative 12
Solutions
 Invent options by redefining the problem set:
 Logroll
 Modify the pie
 Expand the pie
 Find a bridge solution
 Cut the costs for compliance
 Non specific compensation
 Subordination
 Generate options to the problem as a given:
 Brainstorming
 Surveys
 Electronic brainstorming
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Logrolling 13
 What issues are of higher and lower priority to me?
 What issues are of higher and lower priority to the
other?
 Are issues of high priority to me low for the other, and
vice versa?
 Can I “unbundled” an issue---i.e. make one larger issue
into two or more smaller ones---that can then be
logrolled?
 What are things that would be inexpensive for me to
give and valuable for the other to get that might be used
in logrolling?
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Expanding the Pie 14

 How can both parties get what they are demanding?

 Is there a resource shortage?
 How can resources be expanded to meet the demands of
both sides?

Modifying the Pie

If it cannot be expanded, try to modify the
resource
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15
Finding a Bridge Solution
 What are the other’s real underlying interests and needs?
 What are my own real underlying interests and needs?
 What are the higher and lower priorities for each of us in our underlying
interests and needs?
 Can we invent a solution that meets both sides’ relative priorities and their
underlying interests and needs?
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Nonspecific Compensation 16

 What are the other party’s goals and values?

 What could I do for the other side that would make them happy and have them
allow me to get my way on the key issue?
 What are things that would be inexpensive for me to give and valuable for the
other to get that might be used as nonspecific compensation?
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Cost Cutting 17

 What risks and costs does my proposal create for the other?
 What can I do to minimize the other’s risks and costs so that they would
be more willing to go along?
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Superordination & 18

compromise
Superordination: occur when the differences in interest
that gave rise to the conflict are superseded or replaced by
other interests

Compromise: only apply to some specific circumstances

where parties are very entrenched and it is unlikely that a
more comprehensive agreement is possible
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Step 3: Generate Alternative 19
Solutions
 Invent options by redefining the problem set:
 Logroll
 Modify the pie
 Expand the pie
 Find a bridge solution
 Cut the costs for compliance
 Non specific compensation
 Subordination
 Generate options to the problem as a given:
 Brainstorming
 Surveys
 Electronic brainstorming
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Brainstorming 20

_ Avoiding Judging or evaluating solutions

• Some ideas may seem wild and impractical
_ Separate the people from the problem
• Treating all possible alternations as equal
_ Be exhaustive in the brainstorming process
_ Ask outsider
• Alternative view
• Think out of the box

Surveys
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Step 4: Evaluate and Select Alternatives
21

 Narrow the range of solution options

 Evaluate solutions on:
1. Quality
2. Objective standards
3. Acceptability
 Agree to evaluation criteria in advance
 Be willing to justify personal preferences
 Be alert to the influence of intangibles in selecting
options
 Use subgroups to evaluate complex options
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Evaluate and Select Alternatives22

 Take time to “cool off”

 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
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23
Factors That Facilitate Successful
Integrative Negotiation

 Some common objective or goal

 Faith in one’s own problem-solving ability
 A belief in the validity of one’s own position and the other’s
perspective
 The motivation and commitment to work together
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24
Factors That Facilitate Successful
Integrative Negotiation
 Trust
 Clear and accurate communication
 An understanding of the dynamics of integrative negotiation