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
1. Identify and define the problem
2. Surface interests and needs
3. Generate alternative solutions
4. Evaluate and select among alternatives

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

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 2. SURFACE INTERESTS AND NEEDS
• Interests: the underlying concerns, needs,
desires, or fears that motivate a negotiator
• Types of interests:
 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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 SOME OBSERVATIONS ON INTERESTS
• There is almost always more than one interest/
Parties can have different interests at stake
• Interests often stem from deeply rooted human
needs or values
• Interests can change
• Numerous ways to surface interests (ask why)
• Surfacing interests is not always easy or
to one’s best advantage

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 3. GENERATE ALTERNATIVE SOLUTIONS (CREATIVE PHASE)

Two categories to generate alternative solutions:

redefine or reframe the problem (and define their underlying needs)

take the problem as given and make a list of options

• Example: Fatima and Amna, two partners negotiate

new office location. Fatima wants Downtown due to
being near to home, prestigious but less floor space.
Amna, wants suburb, as it is close to her house and
she is interested in larger office space and new.

3-8
 3. GENERATE ALTERNATIVE SOLUTIONS (CREATIVE PHASE)
• Invent options by redefining the problem set (8 methods):

 Logroll (find more than one issue and have different priorities for those issues)
E.g. Lease the downtown location and give Amna the bigger office.
Fatima would get her preferred location which is more important to her
and Amna would receive better working space which is more important
to her.
 Expand the pie (Offices in both locations)
 Shortage of resources and no possibility to satisfy both sides,
 add resources-expand the pie will solve the problem.

 Modify the pie (May not have enough demand for services to have two office. so
start new services, such IT consulting or digital marketing)

 Find a bridge solution (think of new options: increase number partners and
lease larger space) 3-9
 GENERATE ALTERNATIVE SOLUTIONS
• Invent options by redefining the problem set:

 Use nonspecific compensation (allow one party to obtain his objective and
compensate the other: lease in the suburb as Amna’s interest and give Fatima new
office furniture)

 Cut the costs for compliance (Lease suburb and give travel cost to Fatima)

 Superordination (interest are replaced by other interests)

Fatima wants to become a partner in the business and stops negotiation
 Compromise (Stay at the current location and maintain the status quo)
 Not a good integrative strategy

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

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4. EVALUATE AND SELECT ALTERNATIVES
• Narrow the range of solution options
• Evaluate solutions on the basis of:
 Quality
 Objective standards
 Acceptability
• Negotiators should agree to the criteria of
evaluating options
• 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” when parties become
upset
• 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/viewpoint 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 combative 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
 The conflict over the distributive issues tends to drive out
cooperation, trust needed for finding integrative solutions

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