CHAPTER 4: Negotiation: Strategy and Plnning

Planning is a critically important activity in negotiation. Effective planning allows negotiatiors to desingn a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.

The foundation for surccess in negotiation is not in the game playing or the dramatics. The dominant force for success in negotiation is in the planning that takes place prior to the dialogue. Effective planning also requires hard work on the following points.

1.      Defining the issues

2.      Assembling issues and defining the bargaining mix.

3.      Defining interests

4.      Defining resistance points.

5.      Defining alternatives (BATNA)

6.      Definnig one’s own objectives (targets) and opening blds (where to start)

7.      Assessing constituents and the social context in which the negotiation will occur.

8.      Analyzing the other party.

9.      Planing the issue presentation and defense.

10.  Defining protocol – where and when the negotiation will occur, who will be there, what the agenda will be, and so on.

In this chapter they began with a basic understanding of the concepts of strategy, and

discussed the importance of setting clear goals, based on the key issues at stake. They then presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. A negotiator who carefully plans will make an effort to do the following:

1.      Understand the key issues that must be resolved in the upcoming negotiation.

2.      Assemble all the issues together and understand the complexity of the bargaining mix.

3.      Understand and define the key interests at stake that underlie the issues.

4.      Define the limits – the point where we will walk away or stop negotiating.

5.      Define the alternatives – other deals we could do if this deal does not work out.

6.      Clarify the target points to be achieved and the asking price where we will being the discussion.

7.      Understand my constituents, what they expect of me, and the social context.

8.      Understand the other party in the negotiation – their goals, issues, strategies, interests, limits, alternatives, targets, openings, and authority.

9.      Plan the process by which I will present and “sell” my ideas to the other party (and perhaps to my own constituency)

10.  Define the important points of protocol in the process – the agenda, who wil be at the table or observing the negotiation, where and when we will negotiate, and so on.

when negotiators are able to consider and evaluate each of these factors, they will know

what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.