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Chapter04-Negotiation:StrategyandPlanning4-1Chapter4Negotiation:StrategyandPlanningOverviewInthischapter,wediscusswhatnegotiatorsshoulddobeforeopeningnegotiations.Effectivestrategyandplanningarethemostcriticalprecursorsforachievingnegotiationobjectives.Witheffectiveplanningandtargetsetting,mostnegotiatorscanachievetheirobjectives;withoutthem,resultsoccurmorebychancethanbynegotiatoreffort.Regrettably,systematicplanningisnotsomethingthatmostnegotiatorsdowillingly.Althoughtimeconstraintsandworkpressuresmakeitdifficulttofindthetimetoplanadequately,formanyplanningissimplyboringandtedious,easilyputoffinfavorofgettingintotheactionquickly.Itisclear,however,thatdevotinginsufficienttimetoplanningisoneweaknessthatmaycausenegotiatorstofail.Thediscussionofstrategyandplanningbeginsbyexploringthebroadprocessofstrategydevelopment,startingwithdefiningthenegotiator’sgoalsandobjectivesthenmovestodevelopingastrategytoaddresstheissuesandachieveone’sgoals.Finally,weaddressthetypicalstagesandphasesofanevolvingnegotiationandhowdifferentissuesandgoalswillaffecttheplanningprocess.LearningObjectives1.Goals–Thefocusthatdrivesanegotiationstrategy.2.Strategy–Theoverallplantoachieveone’sgoals.3.Gettingreadytoimplementthestrategy:Theplanningprocess.I.Goals–TheFocusThatDrivesaNegotiationStrategyA.Directeffectsofgoalsonchoiceofstrategy1.Therearefourimportantaspectstounderstandabouthowgoalsaffectnegotiations:a.Wishesarenotgoals,especiallyinnegotiation.b.Goalsareoftenlinkedtotheotherparty’sgoals.c.Thereareboundariesorlimitstowhatgoalscanbe.d.Effectivegoalsmustbeconcrete,specificandmeasurable.Iftheyarenot,thenitwillbehardto:(1)Communicatetotheotherpartywhatwewant(2)Understandwhattheotherpartywants(3)Determinewhetheranofferonthetablesatisfiesourgoals.2.Goalscanbetangibleorprocedural.Chapter04-Negotiation:StrategyandPlanning4-23.Thecriteriausedtodeterminegoalsdependonyourspecificobjectivesandyourprioritiesamongmultipleobjectives.B.Indirecteffectsofgoalsonchoiceofstrategy1.Short-termthinkingaffectsourchoiceofstrategy;indevelopingandframingourgoals,wemayignorethepresentorfuturerelationshipwiththeotherpartyinaconcernforachievingasubstantiveoutcomeonly.2.Negotiationgoalsthatarecomplexordifficulttodefinemayrequireasubstantialchangeintheotherparty’sattitude.Inmostcases,progresswillbemadeincrementally,andmaydependonestablishingarelationshipwiththeotherparty.II.Strategy–TheOverallPlantoAchieveOne’sGoalsA.StrategyversusTactics1.Amajordifferencebetweenstrategyandtacticsisthatofscale,perspectiveorimmediacy.2.Tacticsareshort-term,adaptivemovesdesignedtoenactorpursuebroadstrategies,whichinturnprovidestability,continuity,anddirectionfortacticalbehaviors.3.Tacticsaresubordinatetostrategy:theyarestructured,directed,anddrivenbystrategicconsiderations.B.Unilateralversusbilateralapproachestostrategy1.Aunilateralchoiceismadewithouttheactiveinvolvementoftheotherparty.2.Unilaterallypursuedstrategiescanbewhollyone-sidedandintentionallyignorantofanyinformationabouttheothernegotiator.3.Unilateralstrategiesshouldevolveintoonesthatfullyconsidertheimpactoftheother’sstrategyonone’sown.C.Thedualconcernsmodelasavehiclefordescribingnegotiationstrategies.Thismodelproposesthatindividualshavetwolevelsofrelatedconcerns:aconcernfortheirownoutcomes,andalevelofconcernfortheother’soutcomes.1.Alternativesituationalstrategiesa.Thereareatleastfourdifferenttypesofstrategieswhenassessingtherelativeimportanceandpriorityofthenegotiator’ssubstantiveoutcomeversustherelationaloutcome:competitive,collaboration,accommodation,andavoidance2.Thenonengagementstrategy:Avoidancea.Therearemanyreasonswhynegotiatorsmaychoosenottonegotiate:(1)Ifoneisabletomeetone’sneedswithoutnegotiatingatall,itmaymakesensetouseanavoidancestrategy(2)Itsimplymaynotbeworththetimeandefforttonegotiate(althoughtherearesometimesreasonstonegotiateinsuchsituationsChapter04-Negotiation:StrategyandPlanning4-3(3)Thedecisiontonegotiateiscloselyrelatedtothedesirabilityofavailablealternatives–theoutcomesthatcanbeachievedifnegotiationsdon’tworkout3.Active-engagementstrategies:Competition,collaboration,andaccommodationa.Competitionisdistributivewin-losebargaining.b.Collaborationisintegrativeorwin-winnegotiation.c.Accommodationisasmuchawin-losestrategyascompetition,althoughithasadecidedlydifferentimageitinvolvesanimbalanceofoutcomes,butintheoppositedirection.(“Ilose,youwin”asopposedto“Iwin,youlose.”)d.Therearedrawbackstothesestrategiesifappliedblindly,thoughtlesslyorinflexibly:(1)Distributivestrategiestendtocreate“we-they”or“superiority-inferiority”patterns,whichmayresultinadistortionoftheotherside’scontributions,aswellastheirvalues,needsandpositions.(2)Ifanegotiatorpursuesanintegrativestrategywithoutregardtotheother’sstrategy,thentheothermaymanipulateandexploitthecollaboratorandtakeadvantageofthegoodfaithandgoodwillbeingdemonstrated.(3)Accommodativestrategiesmaygenerateapatternofconstantlygivingintokeeptheotherhappyortoavoidafight.III.UnderstandingtheFlowofNegotiations:StagesandPhasesA.Phasemodelsofnegotiation:1.Initiation2.Problemsolving