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Difference between distributive negotiation and integrative negotiation
Difference between distributive negotiation and integrative negotiation
Distributive or integrative negotiation strategy
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I agree with the statement from the question. I do not think it is possible to have a purely integrative negotiation between parties. Competition is a part of human nature that has survival instincts dating back to when we used to compete for resources to stay alive. So even if you consciously decide you want to use integrative techniques while negotiating, distributive ones may sneak out because of competitive tendencies. Distributive bargaining as described in our textbook is where both parties negotiate to their advantage. Each side always keeps their opening position, resistance point and target in mind while negotiating. The goal for this type of negotiation is to influence the other party (anchoring is a good example of this and is brought up in class a lot) and to find out as much as you can about the other sides positions, mainly resistances points, so you can get a deal as close to their resistance point as possible. Integrative negotiation on the other hand is when both sides work together to achieve the common goal they have created. These negotiations are characterized by a lot of disclosing of …show more content…
We highballed our prices per channels and they lowballed their prices per channel. I am still shocked that the other team did not use our math error to more of their advantage and be really distributive in nature. I do feel like when the math error was made the other side was a bit more aggressive in behavior. Both of these tactics are discussed as distributive tactics in the Common Negotiations Techniques reading. But underlying the distributive strategy was some integrative tactics. Both sides probed the other side for their beliefs on why we stood by prices or why we wanted the nonspecific compensation like the PR included in the deal. But even though integrative techniques appeared now and again, most of the negotiation was distributive in
My negotiation style questionnaire indicated that my negotiation style was collaborating and accommodating. In addition, I will not avoid negotiation. I felt the result was reasonable because I like negotiation and have never avoided negotiation when I have a chance. I always try to enlarge the size of the pie to be negotiated. However, the class taught me I sometimes accommodated too much and missed a chance to create value in the end. One of the reasons is that I am afraid of getting nothing and overly cautious. This leads me to compromise before maximizing the pie. I believe I can take more risks to create value.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their shared interests and interdependencies.... ... middle of paper ... ... References Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practice.
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
In all of the above negotiations, both parties could have created more values if we understood the big picture (broad rather than narrow goals) and manage the negotiation process by understanding what is really important and when negotiation is ready to move on to the next phase. In my own negotiations, especially at work with the inter-departmental meetings, I tried to be consciously aware when I started to drill down into detail very quickly, and tried to pull myself back to consider big picture, underlying concerns and motivations, and not on the detail. I learned that by focusing on interests rather than positions left me out of the need of being competitive in order to win the arguments and allow me to read where the negotiation is on the train journey, resulting in better outcomes for both parties.
The first method of principled negotiation is to separate the people from the problem. Although it seems to be quite a simple process, I found a major question came to mind: “What if the people are the problem?”. Being a teenager, I know that sometimes the only reason for conflict is emotions and feelings. A person feels they have been wronged, the other disagrees, and separating the people from the problem becomes virtually impossible. Getting to Yes briefly proposes some solutions to emotion, such as recognizing both side’s emotions, making emotions explicit and acknowledging them as legitimate, allowing the other side to let off steam, not reacting to emotional outbursts, and using symbolic gestures . Again, I found these guidelines to be oversimplified and completely void of the fact that human’s are inapt to simply putting their feelings aside. Also...
The topic for my real world negotiation is to come to an agreement with my supervisor for a promotion as well as an increased salary. I currently work as a student assistant at the student services Planning, Enrollment Management, and Student Affairs (PEMSA) department. My goal is to increase my hourly pay from $10.15 to $12.70, a 25% increase. Having worked in this department for three years, I have taken on tasks not part of my job description such as processing return mail, data entry, and supervision.
The bargaining process is broken down into four types of bargaining, according to Robert Walton and Robert McKersie. These two individuals decomposed the overall labor negotiations into distributive, integrative, attitudinal, and intraorganizational bargaining. First of all, these four bargaining types take place during the collective bargaining process when negotiating a contract and the first two subprocesses, distributive and integrative bargaining, are the major alternatives for negotiating terms and conditions of employment. The subprocesses include adversarial bargaining over conflicts of interest and collaborative problem solving for issues of mutual gain. For this reason, collective bargaining in both the private and public sectors is a mixture of all four subprocesses for the following reasons.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
...an agreement, in which the superior may have a final say in the matter, this too can be detrimental to the business because it only serves to lower the morale of the manager, and confidence in the work he or she is trying to achieve. Secondly the attitudes of the negotiators can greatly affect the outcome. For example, if one negotiator has a competitive behaviour rather than a cooperative behaviour then it will most likely make the other negotiator adopt a more competitive attitude and thus decrease the likelihood of inducing counteroffers that can lead to an agreement (Fisher, Fredrickson & Peffer 2000). Negotiations can also cause those involved who disagree in significant and irreconcilable ways to accentuate those differences (Hilton 1994).
Distributive bargaining: The parties bargain over division of a particular pie, and one party’s gain is a direct loss for the opponent. It is a fixed-sum game, or distributive bargaining. Integrative bargaining: Both sides search for solutions that would increase the size of the pie. In game theory models, this approach is referred to as a variable-sum game.
Integrative negotiation is a negotiating process in which the parties involved strive to integrate their interests as effectively as possible in the final agreement. It generally strives to achieve two factors: to create as much value as possible for both sides, and to claim as much value as possible for their own interests. It does not require Ned and Bill to give in to demands made by the other party or to sacrifice any of their own objectives. It does require them to seek out creative options and not simply to focus on trading concessions. Each side has different priorities that can be traded off and the other side must win for you to win. They must work with the other side to create an acceptable agreement.
Negotiation approaches are generally described as either distributive or integrative. At the heart of each strategy is a measurement of conflict between each party’s desired outcomes. Consider the following situation. Chris, an entrepreneur, is starting a new business that will occupy most of his free time for the near future. Living in a fancy new development, Chris is concerned that his new business will prevent him from taking care of his lawn, which has strict requirements under neighborhood rules. Not wanted to upset his neighbors, Chris decides to hire Matt to cut his grass.
Negotiation has been used as a vital communication tool not only in business but also in social intercourse. It helps people make common agreement and avoid conflict. So we need to use the tactics which we learned from this course and books to do more practice, only in this way we can gain advantages in negotiation.