Integrative Negotiation Process Steps

Integrative Negotiation Process Steps

May 18, 2021

In this article, I discuss what inclusive negotiations are, give examples of them by using a few different techniques and showing how to apply them in the workplace. I suspect that negotiators with strange inclinations do not feel threatened by a sudden turn of events in a negotiation, but accept and enjoy emotional responses such as surprise and amazement as an integral part of the negotiation process. Based on this way of thinking, we understand the difference between a normal negotiation and an “integrative” negotiation (i.e., one – over – one). When tempers are high, when you enter this part of a negotiation process, emotions start to build up. [Sources: 0, 1, 16]

Integrative negotiations are negotiation strategies in which all parties work together to find a solution that meets all needs and concerns. Joint negotiations (also called constructive, principled or interest-based negotiations) are an approach that treats the relationship as an important and valuable element of what is at stake, while seeking a fair and equitable agreement. If, for any reason, you get stuck in the negotiation process, you know that help is available, but you call a third party – a negotiator – for help. [Sources: 0, 1, 2]

The second step in inclusive negotiations is a principled negotiation that Fisher and Ury describe as a “get-out.” This is an interest-based negotiating strategy in four steps and the first step of the four steps in the negotiating process. [Sources: 10, 14]

At the point where negotiation is inclusive, it implies that it depends on intrigue, generally on the method of negotiation that lies in the importance of win-win circumstances. The so-called distributional mentality is characterised by competitive behaviour and strategies in the negotiation process that reduce the possibility of concluding an integration agreement. [Sources: 11, 15, 16]

It is therefore important to understand the difference between distribution negotiations and inclusive negotiations, as it can help you decide which strategy to pursue based on the attitude of the person or persons involved in the negotiations. Overall, it is important that you understand that all approaches and negotiating strategies have something to offer and that these strategies, used correctly and with the right kind of negotiator, can produce excellent results. [Sources: 0, 7]

Finally, distributional and inclusive negotiation strategies have their own advantages and disadvantages and applications, and their application in the right situation is crucial to maximise the gains in negotiations. Remember that implementation is not about applying a particular strategy or approach to a different type of negotiation, such as distributional or inclusive negotiations. Every negotiation is different, and that is why applying a particular strategy to negotiations can be so complicated. A clear understanding of what issues you are going to raise is a good start to any successful negotiation meeting. [Sources: 0, 3, 9]

Before you enter into negotiations, you will want to understand what kind of issues might throw a wrench into the negotiating machine and how others deal with these variables. [Sources: 0]

The parties may disagree on which issues should be at the centre of the debate, who should be involved in negotiations, how they should conduct them and whether negotiations are the best way of resolving disputes. The parties’ approach to negotiations depends on the nature of the dispute and the level at which they want to reach a solution. Once the needs are established and flexible for negotiators, the next step in the negotiation process can be taken. What issues should the parties address and how are they connected? [Sources: 0, 4, 6, 14]

Integrative negotiations show when negotiating partners get to know each other’s interests, respect them and seriously explore alternatives that meet both interests. Once we have figured out why people want what they are doing, we can understand their interests and address them in the negotiation process. [Sources: 8, 12]

The step-by-step model answers this question and thus provides a general template for the negotiation process when it moves from one stage to the next. Multiple-issue negotiations also allow both parties to embark on a very different negotiating process when the solution is not attractive to them or when they seek improvements. Unlike stage models, the sequence of episodes can vary from negotiation to negotiation. For example, some negotiation processes go through several similar episodes, separated by episodes with different characters. [Sources: 11]

If both parties can go through a negotiation that is committed to clear communication and do their best to acknowledge the emotions associated with the negotiation process, there is a better chance of an amicable settlement. Integrative negotiations require the negotiator to recognize his own personality as valid as that of the other party. If the process is followed and strategic reflection is made on the problem and the people involved, this person should support, not obstruct, the negotiation process. The problem is defined in a way that is acceptable to all parties and they enter the inclusive negotiation process with a clear understanding of their own personality and their role in the solution. [Sources: 0, 5, 13]

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