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At some point in a negotiation, parties have to decide on a final agreement. The more value they have created, the easier this will be, [16] but research suggests that parties default very easily into positional bargaining when they try to finalize details of agreements. [17]
Distributive negotiation, compromise, positional negotiation, or hard-bargaining negotiation attempts to distribute a "fixed pie" of benefits. Distributive negotiation operates under zero-sum conditions, where it is assumed that any gain made by one party will be at the expense of the other.
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.
If the other side demands to use positional bargaining, a negotiator may attempt "negotiation jujitsu". [ 3 ] : 109–130 One method is to ask a third party to mediate. In this "one-text procedure", the third party explores the parties' interests and iteratively develops a solution with them.
Blau (1964), [6] and Emerson (1976) [7] were the key theorists who developed the original theories of social exchange. Social exchange theory approaches bargaining power from a sociological perspective, suggesting that power dynamics in negotiations are influenced by the value of the resources each party brings to the exchange (a cost-benefit analysis), as well as the level of dependency ...
According to Paul Walker, [3] Nash's bargaining solution was shown by John Harsanyi to be the same as Zeuthen's solution [4] of the bargaining problem. The Nash bargaining game is a simple two-player game used to model bargaining interactions. In the Nash bargaining game, two players demand a portion of some good (usually some amount of money).
BATNA was developed by negotiation researchers Roger Fisher and William Ury of the Harvard Program on Negotiation (PON), in their series of books on principled negotiation that started with Getting to YES (1981), equivalent to the game theory concept of a disagreement point from bargaining problems pioneered by Nobel Laureate John Forbes Nash decades earlier.
A negative bargaining zone is when there is no overlap. With a negative bargaining zone both parties may (and should) walk away. Through a rational analysis of the ZOPA in business negotiations, you will be better equipped to avoid the traps of reaching an agreement for agreement's sake and viewing the negotiation as a pie to be divided. [4]