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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 A 2020 literature review ...
[7] [8] [9] At the same time, work to understand your own side’s interests as well as the interests of the other parties. Interests are the kind of things that a person or organization cares about, in ranked order. [10] Good negotiators listen for the interests behind positions or the demands that are made.
Some people may adopt aggressive, coercive, threatening and/or deceptive techniques. This is known as a hard negotiation style; [8] a theoretical example of this is adversarial approach style negotiation. [8] Others may employ a soft style, which is friendly, trusting, compromising, and conflict avoiding. [3]
Negotiation is a cooperative process whereby participants try to find a solution that meets the legitimate interests of both parties. Negotiation could be metaphorically represented as slices of pizza, there would be some slices where involved parties can share and the distribution is in consensus.
However, each prefers that the agreement favor their interests. Examples of such situations include the bargaining involved in a labor union and the directors of a company negotiating wage increases, the dispute between two communities about the distribution of a common territory, or the conditions under which two countries agree on nuclear ...
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]
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 ...