Introduction | Strategy & Style | Terms | Interests vs. Positions | Tasks

NEGOTIATION TASKS


Pure Distributive Strategy Integrative or Mixed Motive Strategy
Step One:

Figure out your own interests and reservation point as well as you can. Keep reviewing these points while you negotiate.

Step Two:

Figure out the interests and reservation point of the Other (the other party of parties). Be alert to new data while you negotiate.

Step Three:
Seek to move the reservation point of the Other to widen the bargaining range especially if there is a negative range. (This process is often begun by "sowing doubt") However, if necessary for a settlement that you must achieve, move your own reservation point. Through judiciously shared information and brainstorming, seek to expand the pie so that each side may get as much as possible of what it would like. Explore moving the reservation points of each side.
Step Four:
Seek a settlement as close as possible to the reservation point of the Other so that you win the maximum profit. Decide on fair principles and objective criteria to determine how to divide the pie.
Step Five:

Do what you can to see that both you and the Other come to see this settlement as the best possible one under the circumstances.





... more on mixed motive strategies ...
In almost all negotiating situations you will have "mixed motives," where you wish to create values with your Other, and then to claim your share. In these situations you may use tactics common to both strategies, or switch at least a little from one strategy to the other.
For example one would show respect at all times and be cautiously forthcoming about one's interests, share information as trust grows, be truthful and consistent, seek common ground and agreement on principle, generate as many options as possible, and in general pursue the integrative path as long as possible, while explicitly safeguarding you own interests. In many situations you will be able to expand the pie before having to divide it.

These ideas are drawn from the experience of the author and from Walton and McKersie, A Behavioral Theory of Labor Negotiations, McGraw-Hill, 1965. They also owe much to the work of Roger Fisher and William Ury.

Introduction | Strategy & Style | Terms | Interests vs. Positions | Tasks