integrative negotiation

(Lewicki, Saunders & Barry. 2011)

Integrative Negotiation Strategy and Tactics

(Lewicki, Saunders & Barry. 2011)

Integrative Difference?

• Commonalties over differences• Needs & interests over positions• Commit to the needs of all

involved parties• Exchange information & ideas• Invent options for mutual gain• Objective criteria sets standards

(Lewicki, Saunders & Barry. 2011)

Integrative Overview

• Information free flow• Mutual understanding:

needs/objectives• Commonalities &

differences• Search for mutually

satisfying solutions

(Lewicki, Saunders & Barry. 2011)

Integrative Key Steps

• Problem definition• Understanding

– on both sides

• Generate alternative solutions

• Evaluate and choose from created alternatives

(Lewicki, Saunders & Barry. 2011)

Claiming and Creating Value

(Lewicki, Saunders & Barry. 2011)

Identify and Define Problem • Mutually acceptable• Stated with

comprehensive practicality

• Stated as a goal with obstacle identification

• Depersonalize• Separate the problem

from exploring solutions

(Lewicki, Saunders & Barry. 2011)

Fully Understand: Interests & Needs• Concerns, needs, desires,

or fears.–Substantive = key issues–Process = path to

settlement–Relationship interests

indicate values–Principles: Doing what

is fair, right, acceptable, and ethical

(Lewicki, Saunders & Barry. 2011)

Interest Observations• Multiple, always• Diverse interests• Deeply held values• Change• Can be discovered• Difficult• Not necessarily to your

best advantage to surface interests

(Lewicki, Saunders & Barry. 2011)

Generate Alternative Solutions• Create options by redefining

the problem set:– Compromise– Logroll– Modify the pie– Expand the pie– Find a bridge solution– Cut the costs for compliance– Nonspecific compensation– Superordination

(Lewicki, Saunders & Barry. 2011)

Create Alternative Solutions

• Option generation via:

–Brainstorming

–Surveys

–Electronic brainstorming

(Lewicki, Saunders & Barry. 2011)

Evaluate and Select• Narrow the range• Evaluate by:

–Quality –Objective standards–Acceptability

• Advance criteria agreement • Justify personal preferences• Intangible awareness

options• Complexity requires

subgroup evaluation

(Lewicki, Saunders & Barry. 2011)

Evaluate and Select

• Cool off• Logroll exploration,

exploiting differences:–Risk–Expectation–Time

• Tentative until final• Informal until final close

(Lewicki, Saunders & Barry. 2011)

Success Factors

• Common objectives

• Self-confidence (faith, not ego)

• Position validity

• Motivation and commitment to the outcome and collaboration over self interest

(Lewicki, Saunders & Barry. 2011)

Success Factors

• Trust

• Clear and accurate communication

• Understanding the dynamics of integrative negotiation