Page 230 - DMGT519_Conflict Management and Negotiation Skills

Conflict Management and Negotiation Skills

Notes  Complex negotiations such as collective bargaining between management and union
representatives.

 Integrative negotiation, according to negotiation researcher Leigh Thompson of
Northwestern University.
 A critical negotiation skill that can be utilized in many situations.

 The fourth step involves the trade-off of issues—the heart of the integrative process.
 Negotiation practitioners and researchers have discovered several keys to the successful
utilization of integrative bargaining.

 The negotiation process may then resort to one of strictly distributive bargaining, with
both sides concealing their interests and striving to maximize their gain on each issue.
 Integrative bargaining can be more easily utilized if the parties involved value a long-
term positive relationship.
 A third way to foster collaborative atmosphere is not to assume you know the “real”
needs of the other party.

 The practice of Interest-based Bargaining (IBB) has emerged in recent years as one of the
most visible innovations in negotiations.
 Interest-based bargaining has a different philosophy from that of distributive or traditional
integrative methods of negotiation.

10.10 Keywords

Collaborative Atmosphere: A third key to integrative bargaining is to start with a collaborative
atmosphere, which, according to negotiation consultants Peter Stark and Jane Flaherty, requires
several things of each party.

Compatible Issues: Those with identical or very similar goals, and thus where agreement can be
reached quickly and the issue settled.
Exchange Issues: Those of generally equal value that can be traded one for the other, and thus
with one party achieving its goal on one issue and the other party achieving its goal on another
issue.
Packaging: It generally refers to the process of combining two or more issues into one proposal
that provides something of value to each party. When several issues are identified in the first
steps of integrative bargaining, the process may appear to be unwieldy.
Recognition of the Relationship: Integrative bargaining can be more easily utilized if the parties
involved value a long-term positive relationship. Negotiations between parties who place
value on their relationship will be substantially different from negotiations between parties
that do not value their relationship.
Thompsons Pyramid Model: Integrative negotiation, according to negotiation researcher Leigh
Thompson of Northwestern University, can be described as both a process and an outcome of
negotiation. The parties involved seek to integrate their interests and therefore produce
negotiated outcomes that exceed those normally achieved through distributive bargaining.

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