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Chapter 4 - Integrative Negotiation

This document discusses integrative negotiation techniques in hospitality management. It covers separating the people from the problem, focusing on interests rather than positions, generating options for mutual gain, evaluating alternatives objectively, and dealing with dilemmas of honesty and trust. The chapter objectives are to develop strategies for integrative negotiations and understand how to analyze interests, generate value-creating options, and assess trust and honesty issues.

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bosua.05.09
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104 views21 pages

Chapter 4 - Integrative Negotiation

This document discusses integrative negotiation techniques in hospitality management. It covers separating the people from the problem, focusing on interests rather than positions, generating options for mutual gain, evaluating alternatives objectively, and dealing with dilemmas of honesty and trust. The chapter objectives are to develop strategies for integrative negotiations and understand how to analyze interests, generate value-creating options, and assess trust and honesty issues.

Uploaded by

bosua.05.09
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Negotiation in Hospitality

Industry.
Module Code: 705110
Faculty of Business
Administration.
Hospitality Management.
Lecturer: Nguyen Quang
Phong (MITHM)
CHAPTER 4: INTEGRATIVE
NEGOTIATION
Chapter Objectives
• Able to develop strategies for Integrative
Negotiations.
• Able to evaluate the importance of separating the
people from the problem.
• Able to analyse the interests of all parties in a
negotiation.
• Able to generate options that create value in
different situations.
• Able to utilize various standards to evaluate
options.
• Able to assess the dilemmas of trust and
honesty. 3
705110 - Chapter 4 – Integrative Negotiation
Integrative
Negotiation
Integrative Negotiation
• Is called Interest-based Bargaining sometimes.
• It is a collaborative approach, focuses on the
interests of each party.
• Components make up an Integrative Negotiation
including:
– Separate People from the Problem.
– Focus on Interests, not Positions.
– Generate Alternatives that provide Mutual Gain
(thay thế giải pháp để có thể tiếp tục đàm phán).
– Evaluate the alternatives based on objective
criteria.
705110 - Chapter 4 – Integrative Negotiation 5
Separate the
People from the
Problem
Separate the People from the Problem

• Depersonalizing the problem. Focus on the


actual problems, Not the people involved.
• Control the negative emotions.
• Avoid miscommunication by beware of what we
say and how we say.
Having a relationship with the other parties
can have significant impact on the
negotiation.

705110 - Chapter 4 – Integrative Negotiation 7


Focus on Interests
Focus on Interests

• Integrative Negotiation should be focused on


the interests of the parties, not the positions.
• Types of interests include: Substantive (lợi ích
cơ bản và hữu hình), Relationship, Process, and
Principles (nguyên tắc).
• Whatever the type, the negotiators must
understand the other’s real needs, look
forward, take into consideration the
perspective of other parties.
705110 - Chapter 4 – Integrative Negotiation 9
Generating options
for Mutual Gain
Generating Options
• The goal is to create options with additional value,
so every party can benefit from it.
• Patience and creativity are requirements to
achieve.
• Possible techniques are: Brainstorming, Positive
commenting, similarities noting, suggesting
compromises (đề xuất nhượng bộ), showing insight
(hiểu nhau), other processes suggesting, multi-
issues offering.
 Shifting the focus from a one-time transaction to a
long-term relationship.
705110 - Chapter 4 – Integrative Negotiation 11
Obstacles to creating value

• 4 major obstacles are:


 Making premature judgments.(những nhận định dựa
trên cảm xúc cá nhân, tránh những định kiến về đối phương)
 Searching for the “one and only” answer.
 Believing the pie is fixed.
 Assuming the other party should get their own
goals.

705110 - Chapter 4 – Integrative Negotiation 12


Evaluating
Alternatives and
Claiming Value
Evaluating alternatives

• Accepted standards and objective criteria are


required in evaluating alternatives. (tránh ý kiến chủ quan)
• Start evaluating with the easy issues first, then move
on. (đánh giá những vấn đề đơn giản trước)
• In order to increase the likeliness of agreement, better
to include the add-on value for the other party, the
interdependence between the parties, or other
commonly accepted principles.

705110 - Chapter 4 – Integrative Negotiation 14


Dilemma

B
S: Truth S: Lie
S
B deceived
B: Truth Integrated
S benefited
B benefited Impasse
B: Lie Both will get
S deceived something

705110 - Chapter 4 – Integrative Negotiation 15


Dilemma of
Honesty
Dilemma of Honesty

• How much should you reveal yourself to the


others?
• Honesty can either be good or bad, maybe both.
• The decision is based on your personality, value
system, the current situation, and relationship with
the opposing party.

705110 - Chapter 4 – Integrative Negotiation 17


Dilemma of Trust
Dilemma of Trust

• How much should you trust a person?


 Based on past behaviour, reputation,… to decide
how much should a party be trusted.
 Self-experience.
 References.

705110 - Chapter 4 – Integrative Negotiation 19


Homework

• Students to discuss about the Dilemma of Ethics


on E-learning.

705110 - Chapter 4 – Integrative Negotiation 20


Review questions

705110 - Chapter 4 – Integrative Negotiation 21

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