ESSENTIALS OF

NEGOTIATION SIXTH EDITION

• ROY J. LEWICKI
• BRUCE BARRY
• DAVID M. SAUNDERS

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 Chapter 3

STRATEGY AND TACTICS OF

INTEGRATIVE NEGOTIATION

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 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
NEGOTIATION PROCESS
• Create a free flow of information
• Attempt to understand the other negotiator’s
real needs and objectives
• Emphasize the commonalties between the
parties and minimize the differences
• Search for solutions that meet the goals and
objectives of both sides

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 KEY STEPS IN THE INTEGRATIVE
NEGOTIATION PROCESS
• Identify and define the problem
• Surface interests and needs
• Generate alternative solutions
• Evaluate and select among alternatives

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FIGURE 3.1 CLAIMING AND CREATING VALUE

Pareto efficient = reallocation of

resources that makes at least one
person better off without making
someone else worse off. also,
without wasting any resources

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 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 to attaining this goal
• Depersonalize the problem
• Separate the problem definition from the
search for solutions

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 SURFACE 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

• There is almost always more than one

• Parties can have different interests at stake
• Often stem from deeply rooted human needs
or values
• Can change
• Numerous ways to surface interests
• Surfacing interests is not always easy or
to one’s best advantage

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 GENERATE ALTERNATIVE SOLUTIONS
• Invent options by redefining the problem set:
§ Logroll
§ Expand the pie
§ Modify the pie
§ Find a bridge solution
§ Use nonspecific compensation
§ Cut the costs for compliance
§ Subordination
§ Compromise

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 GENERATE ALTERNATIVE SOLUTIONS
• Generate options to the problem as a given:
§ Brainstorming
§ Surveys
§ Electronic brainstorming

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 EVALUATE AND SELECT ALTERNATIVES
• Narrow the range of solution options
• Evaluate solutions on the basis of:
§ Quality
§ Objective standards
§ 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 ALTERNATIVES

• Take time to “cool off”

• Explore different ways to logroll
• Explore differences in risk preference,
expectations, and 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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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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FACTORS THAT FACILITATE SUCCESSFUL
INTEGRATIVE NEGOTIATION
• Trust
• Clear and accurate communication
• An understanding of the dynamics of
integrative negotiation

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 WHY INTEGRATIVE NEGOTIATION
IS DIFFICULT 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

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 WHY INTEGRATIVE NEGOTIATION
IS DIFFICULT TO ACHIEVE
• The mixed-motive nature of most negotiating
situations
§ Purely integrative or purely distributive situations are
rare
Ø The conflict over the distributive issues tends to drive out
cooperation, trust needed for finding integrative solutions

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