CHAPTER TWO

1
CHAPTER TWO

• Strategizing, Framing,
• and Planning

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Goals-The Objectives That Drive A Negotiation
Strategy

• Setting goals are the first step in the
  negotiation process
• The goals set have direct and indirect effects on
  the negotiators strategy

3
The Direct and Indirect Effects of Goals on
Strategy

• Direct effects
• Wishes are not goals
• Our goals are often linked to the other partys
  goals
• There are limits to what our goals can be
• Effective goals must be concrete/specific
• Indirect effects
• Forging an ongoing relationship

4
Strategy

• The overall plan to achieve ones goals in a
  negotiation
• The action sequences that will lead to the
  accomplishment of those goals

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Strategy, Tactics or Planning?

• Strategy The overall plan to achieve ones goals
  in a negotiation
• Tactics Short-term, adaptive moves designed to
  enact or pursue broad strategies
• Tactics are subordinate to strategy
• Tactics are driven by strategy
• Planning The action component of the strategy
  process i.e. how will I implement the strategy?

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Strategic Options

• Per Dual Concerns Model, choice of strategy is
  reflected in the answers to two questions
• How much concern do I have in achieving the
  outcomes at stake in the negotiation?
• How much concern do I have for the current and
  future quality of the relationship with the other
  party?

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Dual Concerns Model

• Avoidance Dont negotiate
• Competition I win, you lose
• Collaboration Win-win
• Accommodation I lose, you win

8
Defining the Issues-The Process of Framing the
Problem

• Framing is about focusing, shaping and organizing
  the world around us
• Because people have different backgrounds,
  experiences, expectations, and needs, they frame
  people, events and processes differently

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Why Frames are Critical

• Negotiators who understand framing may understand
  how to have more control over the negotiation
  process
• Frames may be malleable and, if so, can be shaped
  or reshaped during negotiation
• Frames shift and change as the negotiation evolves

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Frames as Categories of Experience

• 1 Substantive
• What the conflict is about
• 2 Outcome
• The predispositions the parties have to achieving
  a specific result
• 3 Aspiration
• Predispositions the parties have towards
  satisfying a broader set of interests
• 4 Conflict Management Process
• How the parties will go about resolving their
  dispute

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Frames as Categories of Experience (cont.)

• 5 Identity
• How the parties define who they are
• 6 Characterization
• How one party defines the other party
• 7 Loss-gain
• How the parties view the risks of particular
  outcomes

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Insights about Frames

• Negotiators can use more than one frame
• Mismatches in frames between parties are sources
  of conflict
• Particular types of frames may lead to particular
  types of agreements
• Specific frames may be likely to be used with
  certain types of issues
• Value differences between parties may lead the
  parties to adopt different frames

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Interest, Rights, Power

• Another approach to frames suggests parties use
  one of these three frames
• Interests
• Concerned about needs, desires or wants
• Rights
• Concerned about who is right
• Power
• Resolving a negotiation on the basis of power

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Frames as a Process of Issue Development

• The definitions of issues often changes as the
  conflict evolves (Patterns of Change)
• The manner in which the thrust, tone and focus of
  a negotiation change is called reframing

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Getting Ready to Implement the Strategy The
Planning Process

• Define the issues
• Assembling the Issues and Defining the Bargaining
  Mix
• The bargaining mix is the combined list of issues
• Defining Your Interests
• Why you want what you want

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Getting Ready to Implement the Strategy The
Planning Process

• Know Your Limits and Alternatives
• Set Targets and Openings
• Target is outcome realistically expected
• Opening is best that can be achieved
• Assess Own Constituents
• Who else do I have to consider?
• Analyze the Other Party
• Why do they want what they want?

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Getting Ready to Implement the Strategy The
Planning Process

• What strategy do I want to pursue?
• How will I present issues to the other party?
• How can I present my case clearly and refute the
  other parties arguments?
• What protocol needs to be followed in this
  negotiation?
• Agenda, location, time period, other parties,
  what if negotiations fail?, keeping track of what
  is agreed to