Integrative Negotiations

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Integrative Negotiations by Mind Map: Integrative Negotiations

1. Separate the People from the Problem

1.1. It involves recognizing that we are human beings and there are aspects of the relationships between the parties that can influence the outcome. People should not be the problem, but part of the solution.

2. The Dilemma of Honesty

2.1. Simply put, this dilemma involves how much about your position and motives you will disclose to the other party.

2.1.1. honest disclosure induces cooperation and can cause an opposing party to make less demanding offers and settle for less profit than she would in the absence of such disclosure.

2.1.1.1. how much you should trust the other party and how much you should disclose to the other party depends a lot on your perceptions of the other party and the situation. To an extent you have to learn to trust your instincts with people. If something doesn’t seem right, it probably isn’t.

3. The Dilemma of Trust

3.1. The dilemma of trust is essentially how much you believe you can rely on the other party to be truthful with you.

3.1.1. that how much you should trust any other person is a judgment call that depends on whether or not you have experience with her and have found her to be trustworthy, her reputation, and safeguards that you build into the final agreement. The more powerful party sets the tone of the negotiation as either positive and trusting or competitive and suspicious.

4. Integrative Negotiations

4.1. It is known as interest-based negotiation because the focus is on the interests of each party rather than the distribution of a fixed resource.

4.1.1. Basic components of integrative negotiation identified by Fisher and Ury: separating people from the problem, focusing on interests rather than positions, generating a variety of alternatives that provide mutual benefit, and evaluating alternatives based on objective criteria.

5. Focus on Interests

5.1. It is important that the interests of the parties are the focus of attention so that it is possible to find solutions that meet the needs of both parties. Each negotiator has two types of interests: substantive and relational, other experts include treating the process and the principles involved as interests.

5.1.1. Substantive interests are the needs that a negotiator has that relate to the material outcomes of the negotiation.

5.1.2. Relationship interests deal with the ongoing relationship between the parties. While in some cases you may never have to deal with the other party again, that is typically not the norm.

5.1.3. Process interests have to do with a party’s interests in the negotiation or dispute resolution process itself.

5.1.4. Interests in the principles involved include the parties’ concerns about what is ethical and just.

6. Generating Options for Mutual Gain/Creating Value

6.1. Generating options involves looking for possible solutions to the problem at hand. The goal is to go beyond the obvious alternatives by working together to develop alternatives that create additional value. This requires creativity and patience on the part of the negotiators.

7. Evaluating Alternatives and Claiming Value

7.1. Evaluating the options and claiming value. No matter how much creative problem solving enlarges the pie, it must still be divided; the value that has been created must be claimed.

7.1.1. This takes evaluating alternatives and claiming value from a test of the wills of the parties to a decision based on objective, accepted standards and helps to keep the negotiation from deteriorating into a win-lose situation. Decisions that are made based on accepted standards are less likely to be criticized later. Using objective criteria also depersonalizes the decision and helps preserve the relationship between the parties.

7.1.1.1. While the process of integrative negotiation is relatively straightforward, there are two dilemmas that must always be faced by every negotiator: the dilemma of trust and the dilemma of honesty