The Integrative Negotiation Process

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Integrative negotiation is often referred to as ‘win-win’ and typically entails two or more issues to be negotiated. It often involves an agreement process that better integrates the aims and goals of all the involved negotiating parties through creative and collaborative problem solving. Relationship is usually more important, with more complex issues being negotiated than with Distributive Negotiation. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives. There are four major steps in the integrative negotiation process: 1. Identify and define the problem.  Define the problem in a way that is mutually acceptable to both sides.  State the problem…show more content…
Interests in principle: concerning what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past and should be done in the future.  Some observations on interest’s. We may make several observations’ about interests and types of interests. There is almost always more than one type of interest in dispute. Parties can have different types of interests to take. Interests often stem from deeply rooted human needs or values. Interests can change over the time. There are many ways to get at interests. Getting interests is not always easy or to one’s best advantage. Critics of the “interests approach” to negotiation have often identified the difficulty of defining interests and taking them into consideration. Focusing on interests can be harmful to a group of negotiators whose consensus on a particular issue is built around a unified position rather than a more generalized set of interests. 3. Generate alternative…show more content…
2) Separate the people from the problem. 3) Be exhaustive in the brainstorming process. 4) Ask outsiders. 4. Evaluation and selection of alternatives. The following guidelines should be used in evaluating options and reaching a consensus, there are. Narrow the range of solution options, examine the list of options generated and focus on those that are strongly supported by one or more negotiators. Evaluate solutions on the basis of quality, acceptability, and standards: solutions should be judged on two major criteria: how good they are, and how acceptable they will be to those who have to implement them. Agree to the criteria in advance of evaluating options: negotiators should agree to the criteria for evaluating potential integrative solutions early in the process. Be willing to justify personal preferences. Be aware to the influence of intangibles in selection options. Use subgroups to evaluate complex options. Take time out of cool off. Explore different ways to logroll. Exploit differences in risk preference. Exploit differences in expectations. Exploit differences in time preference. Keep decisions tentative and condition until aspects of the final proposal are

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