integrative negotiation-mba 2012 (revised).pptx

7/23/2019 Integrative Negotiation-MBA 2012 (Revised).pptx

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Integrative Negotiation


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Imagine that 5 persons fght or a coconut

Each states that he wants the coconut.

What is the best deal?

cocoseller

coconut shellcratsman coconut water

vendor

che cattleman/breeder


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Distributive approach assumes

i!ed"pie perception

Interests are incompatible

Issues should be settled one b# one

Doesn$t go awa# when negotiators are warnedor are given eedbac% about opponent$sinterests


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Faulty Perceptions of

Win-Win Negotiation

Compromise

Even split

Feeling good

Building a relationship


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coco coconut

water

coconut&esh

coconut mil%

coconut pulp

coconut shell

ocus on

interest''


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Are not mutually exclusive!

Eventually even expanded pieshave to be divided

A form of distributivebargaining is the last step of anintegrative approach

Distributive ( Integrative


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Increasing)alue to*u#er

Increasing )alueto +eller

,laiming

)alue

-arentoEcientrontier

*arr#0 *.0 ( +aunders0 D.3. 46768. Negotiation0 +i!th Edition. igure 9.7 : ,reating and ,laiming )alue and the -arento Ecient rontier0 pg. ;pproach

ocusing to interest rather than oered position

@nbundling issues instead o negotiating an issue

Identi#ing relevant issues

-arties can have more than one interest. Determining level o importance o each issue

-arties can have dierent interests

Aering proposals as pac%ages o issues

>voiding solving the issues one b# one 3aintaining long"term relation


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ocus on Interest

Distributive negotiation

What do #ou want?

ocus on position

Integrative negotiation

Wh# do #ou need it?

EmphasiBing to the reason behind

opponent$s position


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@nbundling Issues

+olving comple! negotiation problems

+peci#ing the problem into some issues

> negotiation between a Cob"see%er andemplo#er candidate doesn$t involve salar#issue solel#0 rather

Wor%ing hour

Wor%ing load Incentive

>ssurance

ime or vacation in a #ear


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Determining evel o Importance

>n in&e!ible negotiator will ace an uphillbattle in persuading his opponent toreceive his proposal.

Don$t be too greed#' > wise negotiator ocuses onl# to

important issues and succumbs thescrubb#.


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Aering -ac%ages o Issues


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Non"specifc ,ompensation

> part#$s interest is ulflled

with compensation that another part#$sdemand is given

> bu#er agrees to accept oered price ithe seller provide

particular sotware installation guarantee


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,ost"cutting

> part#$s obtains his interest withcompensation

installment pa#ment or his counterpart

transportation or ta! services thatreduce total cost 4or ris%8


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og"rolling

Insisting on important issues

Fielding on unimportant.


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*ridging

3assive 4drastic8 proposalreorganiBation

Aering a pac%age that is absolutel#dierent to previous oers.

>dopted especiall# when acingdeadloc%.


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,ontingenc# ,ontract

*etting toward uture outcomes oparticular issues

he winner$s proposal toward those

issues would be accepted

Implemented when negotiators have

dierent prediction toward those utureoutcomes o particular issues.


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3oms.com


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-reerence


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-reerence


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What should become a meetingpoint?


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grab the important ( give in the lessimportant

don$t bargain

or singleissue''

but

or a pac%age

o proposal''


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G 2unior


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Gcontingenc#


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Gcontingenc#

integrative negotiation-mba 2012 (revised).pptx

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