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Integrative negotiation is also called interest-based, merit-based, win-win, or principled negotiation. It is a set of techniques that attempts to improve the quality and likelihood of negotiated agreement by taking advantage of the fact that different parties often value various outcomes differently. [ 14 ]
A 2008 review of literature concluded that the book's ideas could be applied to cross-cultural negotiations "if interests are defined to include cultural interests". [15] For example, when negotiating with people in China, a negotiator should be aware of the Thirty-Six Stratagems which may be employed. [15]: 436–444
In practice, good grid interview technique would delve a little deeper and identify some more behaviorally explicit description of "tense versus relaxed". All the elements are rated on the construct, further triads of elements are compared and further constructs elicited, and the interview would continue until no further constructs are obtained.
For instance, “I won’t pay more than ninety thousand” is a position; the interests behind the position might include limiting the size of the down payment; a fear that the product or service might prove unreliable; and assumptions about the interest rates attached to future payments.
A negative bargaining zone may be overcome by "enlarging the pie". In integrative negotiations when dealing with a variety of issues and interests, parties that combine interests to create value reach a far more rewarding agreement. Behind every position there are usually more common interests than conflicting ones. [5]
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Negotiation is a strategic discussion that resolves an issue in a way that both parties find acceptable. Individuals should make separate, interactive decisions; and negotiation analysis considers how groups of reasonably bright individuals should and could make joint, collaborative decisions. These theories are interleaved and should be ...
Leverage has been described as "negotiation's prime mover," indicating its important role in bargaining and negotiation situations. [4] Individuals with strong leverage can sometimes overcome weak negotiating skills, whereas those with poor leverage have a reduced likelihood of being successful even if they have strong negotiating skills.