a successful interest-based negotiator models the follwing traits:
Honesty and integrity.
Interest-based negotiating requires a certain level of trust between the parties. Actions that demonstrate interest in all players’ concerns will help establish a trusting environment.
Abundance mentality.
Those with an abundance mentality do not perceive a concession of monies,
prestige, contronl, and so on as something that makes their slice of the pie smaller, but merely as a way to enlarge the pie. A scarcity or zero-sum mentality says, “anything I give to you takes away from me.” A negotiator with an abundance mentality knows that making concessions helps build stronger long-term relationships.
Maturity.
In his book Seven Habits of Highty Effective Leaders, Stephen Covey tefers to maturity as having the courage to stand up for your issues and values while being able to recognize that others’ issues and values are just as valid.
Systems orientation
Systems thinkers will look at ways in which the entirn system can be optimized, rather than focusing on suboptimizing components of the system.
Superior listening skills.
Ninety percent of communication is not in one’s words but in the whole context of the communication, including mode of expression, body language, and many other cues. Effective listening also requires that one avoid listening only from his or her fram of reference.
In this chapter, they are reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.
The chapter vegan with an overview of the integrative negotiation process. A high level of concern for both sides achieving their own objectives propels a collaborative, problem-solving approach. Negotiators frequently fail at integrative negotiation because they fail to perceive the integrative potential of the negotiating situation. Successful integrative negotiation requires several processes.
First, the parties must create a free flow of information and an open exchange of ideas.
Second, they must understand each other’s true needs and objectives.
Third, they must focus on their similarities, emphasizing their commonalities rather than their differences.
Finally, they must engage in search for solutions that meet the goals of both sides.
This is a very different set of processes from those in distributivng bargaining, described in chapter 2. The four kay steps in the integrative negotiation process are identifying and defining the problem, identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives. For each of these steps, we discussed techniques and tactics to make the process successful.
They then discussed various factors that facilitate successful integrative negotiation.
First, the process will be greatly facilitated by some form of common goal or objective. This goal may be one that the parties both want to achieve, one they want to share, or one they could not possibly attain unless they worked togerther
Second, they must have faith in their problem-solving ability.
Third, the parties must be willing to believe that the other’s needs are valid.
Fourth, They must share a motivation and commitment to work togerther, to make their relationship a productive one.
Fifth, they must be able to trust each other and to work hard to establish and maintain that trust.
Sixth, there must be clear and accurate communication about what each one wants and an effort to understanding of the dynamics of integrative negotiations.
In spite of all of these suggestions, integrative negotiation is not easy – especially for parties who are locked in conflict, defensiveness, and a hard – line position. Only by working to create the necessary conditions for integrative negotiation can the process unfold successfully.
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