Business 7321 Week 6 Reading: Lewicki 91A Core Model of Negotiation

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Colosi criticizes conventional models of
  negotiation as making a monolithic assumption
  that all members of a bargaining team share the
  same demands, agree on strategy and are equally
  enthusiastic about the process.
• Suggests that these team members often have
  conflicting goals and values, requiring the
  development of a consensus internally before
  agreement can be reached with the other side.
• Colosis model developed to present a more
  realistic view of negotiation, describing its
  structure or core.

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Attitudes
• The author describes three types of team members
  based upon their attitudes
• Stabilizers
• Those who tend to settle at any cost they seek
  agreement to avoid the disruptive consequences of
  nonsettlement

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Nonstabilizers
• Those who do not particularly like the
  negotiation process and tend to disagree with the
  proposals of their own team and the
  counterproposals of the other side
• They would rather see disruption than compromise
  they hold out for stringent terms
•  
• Quasi Mediator
• Usually the spokesperson for the group
• Within the negotiation team, she acts as a
  mediator between the stabilizers and the
  nonstabilizers

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Negotiation Dimensions
• The author also looks at the different dimensions
  in which negotiation activity is taking place
• Horizontal
• This is the traditional view of across-the-table
  discussions with the opposing side.

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Vertical
• This perspective looks at the interactions
  between the negotiation team and its larger
  constituency
• Examples from the private sector negotiation
  context are the management team and the companys
  leadership (i.e. senior management or board of
  directors) and the union team and the union
  membership (i.e. bargaining unit employees)
• Instructions/parameters given by the constituency
  to the team and often the team must go back and
  educate the constituency

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Internal
• This deals with the resolution of differences
  that exist between the stabilizers and the
  nonstabilizers

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Fostering Settlement
• The author examines different approaches to
  resolving disputes by settlement
• Raising and Maintaining Doubts
• Focus is on the nonstabilizers in ones own team
  and the opposing party as they are the ones who
  stand in the way of settlement
• Purpose is to raise questions about the viability
  of their particular positions and doubts about
  the consequences of nonagreement
• Nonstabilizers will also use this technique with
  stabilizers and quasi mediators

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Discipline of the Parent Organization
• Occurs within the internal and/or vertical
  dimension
• Use of power, title, prestige or majority rule
  within the team to compel agreement
• Recognizes that not all parties consider
  themselves to be in a win-win situation

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Targeting Underlying Concerns
• Uses the IBN approach of separating underlying
  interests from stated positions
• Can seek to engage other side or nonstabilizers
  in joint problem solving to achieve interests
  uses education to raise doubts about the
  effectiveness or necessity of holding certain
  positions to address the underlying goals
• Four different levels of concern that can be
  negotiated
• Issues
• Proposals
• Problem Definition
• Assumptions

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Business 7321Week 6Reading Lewicki 9-1 A Core
Model of Negotiation

• Expanding the Core Model
•  Multilateral Negotiations
• Complicates the process but provides the
  opportunity for coalition
•  
• The Solitary Negotiator
• May still be stabilizing and non-stabilizing
  forces within the individual, giving rise to
  mixed feelings and competing priorities
•  
• Outside Mediators
• May make use of the creation and maintenance of
  doubts to move parties toward settlement but,
  unlike internal, quasi mediators, they have no
  personal stake in the outcome and have no power
  over substantive issues

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Focus of this article is on a dynamic called
  shadow negotiation the manner in which the
  bargaining is conducted rather than the substance
  of the discussions
• A complex and subtle game played both before
  you reach the bargaining table and continued once
  you get there

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Shadow negotiation most obvious when participants
  possess unequal power
• Power may be used to block or stall negotiations
  (avoidance strategies)
• Authors have identified certain strategic
  levers that may be used to guide shadow
  negotiations

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Power Moves
• Used to bring to the table a party unwilling or
  reluctant to negotiate
• Objective is to make that party realize they will
  be better off if they do and worse off if they
  dont perception of mutual need
• Three power moves to do this

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Offer Incentives
• Make visible something you control that meets the
  other partys needs
• Create visible value make benefits explicit
• E.g.. Sweeney demonstrating her value to sales
  and marketing and then working on real goal
• When value disappears, so do influence and power

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Put a Price on the Status Quo
• Make explicit the costs of not negotiating
• E.g. Hartig having alternate employment and then
  looking for a raise

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Enlist Support
• Allies establish credibility and lend support to
  incentives already proposed
• Can provide guidance or run interference in order
  to favourably position a proposal before talks
  begin
• E.g. Air force supervisor assisting in
  preparation and alerting wing commander of
  potential problems
• Raises the costs of the other party not seriously
  listening

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Process Moves
• Affect the type of hearing ones issues receive
  when they would otherwise not be heard at all or
  would be easily dismissed
• Focus on the process rather than the substance
• Three examples given

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Seed Ideas Early
• Using informal lobby efforts with individuals
  before bargaining to avoid the need to oversell
  ones case at the table
• E.g. Engineer highlighting benefits to individual
  members
• Build receptivity gradually when a direct
  aggressive approach might be met with resistance
• Focus is on gaining a hearing for your ideas

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Reframe the Process
• Used to shift the dynamic away from personal
  competition
• E.g. Philbin obtained agreement to discuss
  objective criteria for space allocation with the
  needs of the company, not individuals, in mind

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Build Consensus
• Another example of behind-the-scenes lobbying to
  build a consensus before formal decision making
  begins
• Private discussions reveal potential supporters
  and areas of challenge
• Start with most supportive persons
• Focus is on creating momentum for a particular
  proposal by bringing others on board privately,
  at first, and then publicly
• Blockers are isolated by the growing support

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Appreciative Moves
• Break the cycle of tough positions creating
  adversaries who may, in turn, become defensive or
  acrimonious
• Explicitly build trust and encourage
  participation in a dialogue
• Another three techniques

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Help Others Save Face
• Avoid treading on the other sides self image be
  sensitive to this, particularly in front of
  others
• Lays the groundwork for trust
• Conveys that you respect what the other side is
  trying to accomplish and that you will not seek
  to embarrass or undermine them
• E.g. Newton offering his inexperienced boss an
  array of options to pick from

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Keep the Dialogue Going
• Appreciate that your timing for a decision may
  not coincide with that of the other party
• Continue to provide opportunities for information
  exchange that the other party may use in
  re-considering their initial position and making
  a decision at a comfortable speed
• E.g. Rossi gathering data on potential uses for a
  computer application to persuade director of
  research

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Business 7321Week 6Reading Lewicki
6-3 Breakthrough Bargaining

• Solicit New Perspectives
• Do not get trapped in your own perspectives may
  end up neglecting the reasonable objections of
  the other party
• Seek information about why the other side feels a
  certain way
• Allows you to better understand their interests
  but also demonstrates a willingness to consider
  what they have to say
• E.g. Hitchcock being able to overcome resistance
  by learning of unexpected effects that she could
  help address