Prenegotiation Essentials Frames, Goals, Strategies, Plans

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Prenegotiation EssentialsFrames, Goals,
Strategies, Plans

• Prepare, Prepare, Prepare!

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Framing The Problem

• Different approaches to framing, but agreement
  that its important
• Why important? How we frame the issue can have
  great influence on goals, strategies, and
  outcomes
• Framing defines whats important to us, and
  thereby affects everything downstream
• Framing will be a key issue throughout the
  course, including some games
• Three approaches Cognitive Heuristics,
  Categories of Experience, and Issue Development

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Cognitive Heuristics -- What?(1.50 Phrase?)

• Simple decision rules, decision shortcuts, or
  rules of thumb (we use them all the time)
• How we frame the issue influences what rules we
  apply
• Key emphasis in this approach on
• Biases that influence our decisions
• When, how, and where they arise
• How to spot them and overcome them

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Categories Of Experience or Interpretive Schemes

• Its like we often think in analogies
• Dominant categories?
• Substantive
• Loss-gain
• Characterization
• Outcome
• Aspiration
• Process
• Evidentiary

• Implications
• Multiple frames often used
• Mismatched frames enhance conflict
• Frame types affect agreement types
• Issues affect frames used
• Various factors affect which frames are chosen,
  including values, personality, power and
  background differences

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Frames As A Process of Issue Development

• Similar to categories-of-experience, but
  emphasizes change during negotiation process
• Factors affecting how issues are shaped
• Stock issues (classics, or tired old issues?)
• Making ones best case, and talking past each
  other initially
• Frames can define major shifts and transitions.
  That is, re-framing is often a key development in
  negotiation. Related to this, formula and
  detail is a common sequence
• Multiple agenda items shape the process, e.g.,
  secondary issues raise awareness of some
  win-win potential
• Reframingby design or as an emergent process is
  critical. Its a new approach to the problem

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Summary On Framing

• Frames shape issues and discussions
• Both parties have frames. Compatible frames make
  for better discussion
• Frames are usually somewhat controllable
• Communication can change frames
• Frames affect processes and outcomes

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Goals -- The Objectives that Drive Strategy

• Goals and frames develop simultaneously. They
  are distinct, but difficult or impossible to
  separate
• Wishes are not goals -- goals are realistic
  targets
• Goals are interdependent -- the linkage between
  them is the issue to be settled
• There are bounds or limits defined by overlap in
  the parties goals (or we cant negotiate a
  deal). The overlap is the area of strategic
  interaction (where the action is?)
• Effective goals are concrete, specific, and
  preferably measurable, but they can be intangible
  (honor, reputation)
• Episodic aspects How does this episode of
  negotiation relate to the larger picture and
  longer term goals?

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Strategy -- The Overall Plan

• Definitions
• Pattern or plan that integrates into a
  cohesive whole -- Mintzberg Quinn
• Game theory a complete plan (assumes perfect
  and complete information!)

• Four elements typical to real world strategizing
• Voluntariness (vs. imposed)
• Predictability (vs. chance)
• Varying motives (affect interdependence)
• Imperfect and incomplete information (even on our
  own goals, etc.)

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Strategy and Tactics

• Strategy vs. Tactics
• Strategy Long-term, continuity, stability,
  direction
• Tactics Short-term, adaptive, serve strategy
• Strategy types -- dimensions
• Voluntariness (vs. imposed)
• Structure (vs. flexibility)
• Information locus (pre-negotiation or adaptive?)
• Opportunism (adaptive vs. emergent)

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Strategy Choice Model
Environments
Trust
Contexts
Strategy Choice
Principles Standards
Outcomes
Processes
Episodic Assumptions
Relationships
Goals
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Strategy Driving Factors

• Environment Setting, including community,
  industry, families, corporations
• Context Negotiation partner -- supplier,
  customer, regulator, employee rep
• Outcomes Results of prior negotiations
• Processes Vehicles, methodologies, the How?
  -- formality, openness, etc.
• Relationships Connections among parties and
  various constituents

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Strategy Other Model Components

• Principles and Standards Truthfulness,
  integrity, competition/collaboration choice,
  concern for self vs. others
• Goals State explicitly in planning, note
  connectedness (package), priorities
• Episodic Assumptions How this particular
  episode relates to long term
• Trust Direct effects in reflecting beliefs on
  this episode Indirect effects in shaping
  principles and standards

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Strategy Choices(from Savage, Blair, Sorenson)
Compromise
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Strategy Details in LSM Table 2.2 -- Sample
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Negotiation Strategy -- Summary

• Strategy is affected by several elements
• Some elements affect each other as well as
  strategy itself
• A complex causal network

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Why Plan?

• Planners do better in negotiations
• Overview

Strategies
Planning Preparation
Actual Negotiation
Tactics
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Managing the Planning Process

• Planning is the foundation for success
• Many negotiators are poor planners -- bias?
• Failing to set clear objectives getting caught
  off-guard by proposals that reframe or rearrange
• Failing to understand strengths and weaknesses
  (own or others) or in readiness to rebut
• Being clever or quick is not enough there are
  strategies to defeat these traits, e.g., wear you
  down

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Managing the Planning contd

• Defining the issues
• Analyze the conflict problem
• Review related past experience
• Gather information through research
• Consult with experts
• Assembling issues and defining the mix
• Assemble, erring in favor of inclusion
• Prioritize
• Assess connectedness among issues

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Managing the Planning contd

• Defining your interests
• Substantive
• Process
• Relationship
• Principles
• Consulting with others
• Constituencies
• The other side (issues, agenda, ground rules)
• Protocol issues to negotiate (location, time
  frame, others involvement, contingency plans if
  failure?)

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Managing the Planning contd

• Prioritizing
• Whats most critical? Least?
• Grouping issues (e.g., high, medium, low)
• Assess their priorities, their reasons for them
• Identify potential conflicts and plans for
  resolution
• Setting goals
• Review targets, RPs, openers, BATNA
• Encourages positive thinking, initiative
• Usually requires packaging
• Requires understanding trade-offs, throwaways
• Use a utility scale to compare incomparables?

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Managing the Planning contd

• Developing supporting arguments
• Facts favoring my view validating arguments
• What persons or sources can elaborate or clarify?
• How does own or others experience relate?
• How will they see it? Why? What arguments will
  they make, and how will I respond?
• How can I develop and present arguments for
  maximum persuasive value?

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Managing the Planning contd

• Analyzing the other party
• Resources, interests, and needs
• Objectives
• Reputation and negotiating style
• BATNA
• Authority to make agreement
• Likely strategy and tactics

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Planning Summary

• A negotiator who carefully plans will try to
• Match strategy to situation
• Clarify goals and objectives
• Understand, define, prioritize key issues
  interests
• Consult with others (constituents, experts, and
  maybe opponent)
• Understand the process and plan to achieve goals
• Understand the other side this affects strategy
• Develop supporting arguments and information to
  make a persuasive case for achieving goals

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Prenegotiation Essentials -- Summary

• Frames differ, and they matter
• Goals also differ. They may be specific or
  general, tangible or intangible, and theyre
  closely linked to frames (simultaneous)
• Frames and goals help define strategy
• Frames, goals, and strategy set the background
  for planning
• Planning is the most important activity in
  negotiation