negotiation strategizing

framing and planning

Prepared to DR UMAR
PREPARED BY :MOHAMED
ZEKRI

 With effective planning and target

setting, most negotiators can
achieve their objectives; without
them, results occur more by chance
than by negotiator effort.

Goal The objectives that dive a

negotiation strategy
Te first step in developing and
executing a negotiation strategy is to
determine ones goal. Negotiators
must anticipate what they want to
achieve in a negotiation and prepare
for these events in advance.

Direct effects of goals on choice of strategy.

There are important four aspects of how goals affect
negotiation to understand:
1. Wishes are not goal a goal is a specific, focused,
realistic target that one can specifically plan to achieve.
2. Our goal are often linked to the other partys goal
Goal that are not linked to each other often lead the
parties either to talk past each other or to intensify the
conflict.
3. There are boundaries or limits to what our goals can
be goals must be reasonably attainable.
4. Effective goals must be concrete or specific, and
preferably measurable.

Indirect effects of goal on choice of

strategy.
Strategy, Tactics, or Planning?
Tactics are short-term, adaptiv moves
designed to enact or pursue broad
strategies,which in turn provide
stability,continuity, and direction for
tactical behaviors. Tactics are subordinate
to strategy; they are structured, directed,
and driven by strategic considerations.
Planning is an integral part of the strategy
process the action component.

Strategic option Vehicles for achieving goals

1. Alternative situational strategies. Requiring the
negotiator to determine the relative importance
and priority of the two dimensions in the desired
settlement.
2. Avoidance: The non engagement strategy.
There are many reasons why negotiators might
choose not to negotiate. First, if one is able to
meet ones needs without negotiating at all.
Second, is simply may not be worth the time and
effort to negotiate. Third, the decision to
negotiate is closely related to the desirability of
available alternatives-the outcomes that can be
achieveed if negotiations dont work out.

 3. Active-engagement strategies:
Competition(win-lose bargaining),
collaboration (win-win negotiation),
and accommodation (win-lose
strategy that involves an imbalance
of outcomes.)

Defining the issues the process of

framing the problem
Framing is determining what issues are at stake.
Framing is about focusing, shaping, organizing the
world around us. Frames emerge as the parties talk
about their preferences and priorities; they allow the
parties to begin to develop a shared or common
definition of the issues related to a situation, and a
process for resolving them.
Why frames are critical to understanding strategy.
There is general agreement that people often use
frames to define problems. Frames are inevitable; one
cannot avoidframing. Frames can also be chaped by
the type of information that is chosen, or the setting
and context in which the information is presented.

Types of frames. There are different types

of frames that parties use in disputes:
Substantive what the conflict is about.
Outcome what predispositions the party
has achieving a specific result from
negotiation.
Aspiration what predispositions the
party has toward satisfying a broader set of
interest or needs in negotiation.
Conflict management process how the
parties will go about resolving their
dispute.

 Identity how the parties define

who they are.
Characteristization how the
parties define the other parties.
Loss-gain how the parties view the
risk associated with particular
outcomes.

 another approach to frames: interests,

rights, and power
Interest People are often concerned
about what they need, desire, or want.
Rights People may also be
concerned about who is right that
is , who has legitimacy, who is correct,
or what is fair.
Power People may also wish to
resolve a negotiation on the basis of
power.

The frame of an issue changes as the negotiation

evolves
The issue development approach focuses on the patterns of change
that occur in the issues as parties communicate with each other.
There are several factors shape a frames.
First, the negotiation context clearly affects the way both sides define
the issue. Second, frames can be shaped by the conversations that
parties have with each other about the issues in the bargaining mix.
At least four factors can effect how conversation is shaped:
Negotiators tend to argue for stock issues. Or concerns that are
raised every time the parties negotiate.
Each party attempts to make the best possible case for his or her
prefered position or perspective.
In a more macro sense, frames may also define major shift and
transitions in the overall negotiation.
Finally ,multiple agenda items operate to shape the issue
development frames.

summary
There are three ways to understand
frames: as catergories of experience;
as interests, rights, and power; nad
as a process of issue development.
Understanding frames which means
understanding how parties define the
key issues and how conversations
can shift and transform those issues.

Understanding the flow of

negotiations: stages and phase
there are seven key steps to an ideal negotiation process:
Preparation: deciding what is important, defining goals,
thinking ahead how to work together with the other party.
Relationship building: getting to know the other party ,
understanding how differences or similarity between you
and the other, and building commitment toward achieving
a mutually beneficial set of outcomes.
Information using: negotiators assenble the case they want
to make for their preferd outcomes and settlement, one
that maximize the negotiators own needs.
Bidding: the process of making moves from ones initial,
ideal position to actual outcome.

 Closing the deal: to build

commitment to the agreement
achieved in the previous phrase.
Implementing the agreement:
determining who needs to do what
once the hands are shaken and the
documents signed.

Getting ready to implement the

strategy: the planning process
The dominant force for success in
negotiation is in the planning that
takes place prior to the dialogue.
Effective planning requires hard work
on several fronts:

 Defining the issues

Usually, a negotiation involves one or
two major issues and several minor
issues. In negotiation, a complete list
of the issues at stake is best derived
from the following sources: 1) an
analysis of the overall situation,2) our
own experience in similar
situations..3) research conducted to
gather information, 4) consultation
with experts.

 assembling issues and defining the

bargaining mix
After assembling issues on an
agenda, the negotiator must
prioritize them. Prioritization includes
two steps:
1) determine which issues are
important and which are less
important.
2) Determine whether the issues are
connected or separate.

 Defining interests. Interest may

include:
- Substantive : directly related to the
focal issues under negotiation.
- Process-based : related to the
manner in which the negotiators
settle the dispute.
- Relationship-based : tied to the
current or desired future relationship
between the parties.

 defining limits. Good prepararion requires

that you establish two clear points:
1) limits - are the point where you decide that
you should stop the negotiation rather than
continue,because any settlement beyond this
point us not minimally acceptable.
2) Alternatives are other deals negotiators
could achieve and still meet their needs.In
any situation, the better your alternatives,
the more power you have, because you can
walk away from the deal in front of you and
still know that you can have your needs and
interests met.

 Defining ones own objectives and opening bids.

There are numerous ways to set a target. Targets
may not be as firm and rigid as limits or alternatives;
one might be able to set a general range, or a class
of several outcomes that would that would be equally
acceptable. Similarly, there are numerous ways to
set an opening bid. An opening may be the best
possible outcome, an ideal solution, something even
better than was achieved last time.
- Target setting requires positive thinking about ones
own objectives.
- Target setting often requires considering how to
package several issues and objectives.
- Target setting requires an understanding of tradeoffs and throwaways.

 Defining the constituent to whom one is

accountable
Constituents bosses, parties who
make the final decision, parties who will
have and critique the solution achieved.
Moreover, there may be a number of
observers to the negotiation who will
also watch and critique the negotiation.
Finally, negotiation occurs in a context
a social system of laws, customs,
common business practices, natural
norms, and political cross-pressures.

 Understanding the other party and its interests

and objective
There are several key pieces of background
information that will be of great importance:
- The other partys current resources, interests,
and needs.
- The other partys objectives.
- The other partys reputation and negotiation
style.
- The other partys alternatives.
- The other partys authority to make
agreement.
- The other partys likely strategy anf tactics.

 Selecting a strategy. .the negotiator

should clearly determine which strategy
he/she intends to pursue.
Planning the issue presentation and
defense how will I present the issues to
the other party.? One important aspect of
actual negotiations is to present a case
clearly and to marshal ample supporting
facts and argument; another is to refute
the other partys agreements with
counterargument.

 Defining protocol where and when

the negotiation will occur, who will be
there, agenda, etc. There are a number
of elements of protocol or process
that a negotiator should consider:
- Agenda. A negotiator may unilaterally
draw up a firm list of issues, and even
establish specific goals, well before the
initial negotiation meeting. This
process is valuable because it forces
the bargainer to think through his or
her position and decide on objectives.

 - The location of negotiation. Negotiators

tend to do better on their home turf
their own office, building, or city. If
negotiators want to minimize in which
advantage that comes with home sturf,
then they need to select neutral territory
in which neither party will have an
advantage.Such as, held in conference
rooms or hotel meeting room (Formal
deliberations); held in restaurants,
cocktail lounges, or room that offer an
array of furniture(Informal deliberations

 The time period of negotiation. If

nrgotiatiators expect long, protracted
seliberations, they might want to
negotiate the time and duration of
sessions.
- Other parties who might be involved in
the negotiation.
- What might be done if negotiation
fails.