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1、CHAPTER 4Win-Win Negotiation:Win-Win Negotiation:Expanding the PieFaulty Perceptions of Win-Win NegotiationA.Most people think win-win negotiation means one or more of the following:1.Compromise2.Even split3.Feeling good4.Building a relationshipB.Win-win really means that all creative opportunities
2、are exploited and no resources are left on the table(integrative negotiation)What Make Integrative Negotiation Different?Focus on commonalties rather than differencesAttempt to address needs and interests,not positionsCommit to meeting the needs of all involved partiesExchange information and ideasI
3、nvent options for mutual gainUse objective criteria for standards of performanceTelltale Signs of Win-Win PotentialDoes the negotiation contain more than one issue?Can other issues be brought in?Can side deals be made?Do parties have different preferences across negotiation issues?Overview of the In
4、tegrative Negotiation ProcessCreate a free flow of informationAttempt to understand the other negotiators real needs and objectivesEmphasize the commonalties between the parties and minimize the differencesSearch for solutions that meet the goals and objectives of both sidesFactors That Facilitate S
5、uccessful Integrative NegotiationSome common objective or goalFaith in ones own problem solving abilityA belief in the validity of ones own position and the others perspectiveThe motivation and commitment to work togetherA Pyramid Model of Integrative AgreementsA.Three levels of integrative,or win-w
6、in,agreements1.Level 1:agreements that exceed parties no-agreement possibilities or reservation points2.Level 2:agreements that are better for both parties than other feasible negotiated agreements(situation is not purely fixed-sum)3.Level 3:agreements that are impossible to improve on from the pers
7、pective of both parties(along pareto-optimal frontier of agreement)B.Less than 25 percent of executives in negotiation simulations reach level 3 agreements,and of those,50 percent reach them by chanceFigure 4-1:A Pyramid Model of Integrative AgreementsLevel 3:Pareto-optimalLevel 2:Settlement demonst
8、rably superior to other feasible settlementsLevel 1:Mutual settlement (positive bargaining zone)CASE STUDY：WCT VS.POPCASE STUDY：WCT VS.POP将要谈判的问题WCTS 保留点（RP）WCTS 目标点（TP）POPS保留点（RP）POPS目标点（TP）利益划分（W：P）50：50 70：30 70：30 50：50演职员薪水（美元/周）250，000 175，000 200，000 275，000每周的演出场次 9 11 11 7食宿费用WCT 支付POP 支付 P
9、OP 支付 WCT 支付CASE STUDY：WCT VS.POP要谈判的问题WCTS FIRST OFFER POPS FIRST OFFER 利益划分（W：P）70：30 50:50演职员薪水（美元/周）200，000 250，000 每周的演出场次 11 7食宿费用POP 支付 WCT 支付CASE STUDY：WCT VS.POP利益划分（W：P）60:40演职员薪水（美元/周）225,000每周的演出场次9食宿费用WCT负担住宿费用POP 负担伙食费用Key Steps in the Integrative Negotiation ProcessIdentify and define
10、 the problemUnderstand the problem fully-identify interests and needs on both sidesGenerate alternative solutionsEvaluate and select among alternativesIdentify and Define the ProblemDefine the problem in a way that is mutually acceptable to both sidesState the problem with an eye toward practicality
11、 and comprehensivenessState the problem as a goal and identify the obstacles to attaining this goalDepersonalize the problemSeparate the problem definition from the search for solutionsUnderstand the Problem Fully-Identify Interests and Needs Interests:The underlying concerns,needs,desires,or fears
12、that motivate a negotiator Substantive interests relate to key issues in the negotiationProcess interests are related to the way the dispute is settledRelationship interests indicate that one or both parties value their relationshipInterests in principle in doing what is right,fair,ethical may be sh
13、ared by the partiesGenerate Alternative Solutions Invent options by redefining the problem set:Expand the pieLogrollUse nonspecific compensationCut the costs for complianceFind a bridge solutionEvaluation and Selection of AlternativesNarrow the range of solution optionsEvaluate solutions on:Quality
14、AcceptabilityObjective standardsAgree to evaluation criteria in advance Be willing to justify personal preferencesBe alert to the influence of intangibles in selecting optionsUse subgroups to evaluate complex optionsEvaluation and Selection of AlternativesTake time to cool offExplore different ways
15、to logrollExploit differences in expectations and risk/time preferencesKeep decisions tentative until proposal is completeMinimize formality,record keeping until final agreements are closedWhy Integrative Negotiation Is Difficult to Achieve1.The history of the relationship between the partiesIf cont
16、entious in past,it is difficult not to look at negotiations as win-lose2.The belief that an issue can only be resolved distributivelyNegotiators are biased to avoid behaviors necessary for integrative negotiation3.The mixed-motive nature of most negotiating situationsPurely integrative or purely dis
17、tributive situations are rareThe conflict over the distributive issues tends to drive out cooperation,trust needed for finding integrative solutionsYour Topic Goes HereYour subtopic goes hereBackdrops:-These are full sized backdrops,just scale them up!-Can be Copy-Pasted out of Templates for use anywhere!Title BackdropSlide BackdropPrint BAdditional Graphics:-Scale them up or down!-.GIF clipart is animated.-.JPG clipart can be scaled up and take up little file space.-.PNG clipart can be scaled unusually large without distortion.Transitional BackdropAnimated GIFs