Unilateral Negotiation Strategies

C1: Trustingly CollaborateP1: Firmly CompeteS1: Openly SubordinateA1: Actively Avoid

Negotiating

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C1: Trustingly CollaborateNegotiation Strategy

Hallmark is openness on the part of both parties

Encourage cooperation to achieve both important relationship & substantive outcomes

Seeks “win-win” outcome both to achieve substantive goals and maintain positive relationship

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P1: Firmly Compete Negotiation Strategy Appropriate when manager has little trust for

other party or relationship is not good to begin with

Want to exert power to gain substnative outcomes

May require highly aggressive tactics such as bluffing, threatening the other party, misrepresenting intentions, hiding own goals

Seeks win-lose substantive outcome & willing to accept neutral or even bad relationship

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S1: Openly Subordinate Negotiation Strategy More concerned with establishing positive

relationship with other party than obtaining substantive outcomes

Subordination is a negotiation strategy and not “accommodation” (a conflict management style)

Is a yield-win strategy provides desired substantive outcomes to other party

Is a strategy not a simple reflection of power Open subordination can be way for manager to

dampen hostilities, increase support and foster more interdependent relationships

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A1: Active Avoidance Negotiation Strategy Managers should actively avoid negotiations

where neither the substantive nor relationship outcomes are important to them or their organization.

Simply saying not interested or refusing to negotiation is most straightforward, but may cause relationship problems

Managers much determine which issues are a waste of time to negotiate

Avoidance is an explicit, strategic behavior not a default for a manager uncertain about what to do

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Unilateral Negotiation StrategiesAlone May Not be Enough Unilateral strategies are most successful only in a

limited set of situation Before using unilateral strategies suggested

above, manager should consider the negotiation from the point of view of the other party

Anticipating other party’s substatnive and relationship priorities, should also consider the kinds of actions other party will most likely take.

Anticipating the scenario for how the negotiation interaction is likely to go requires interactive strategies.

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Interactive Strategies--Competitive, Collaborative & Subordinative

P2: Soft Competition Avoid highly aggressive or “dirty” tactics

C2: Principled Collaboration Not rely just on trust, but use set of mutually-

agreed upon principles that will benefit each negotiator

S2: Focused Subordination Acquiesce only to other party's key needs if

need to also protect substantive outcomes, not just relationships

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Interactive Strategies-Avoidance

A2: Passive Avoidance If other party sees negotiation as very

important, manger delegates negotiation to subordinate manager

A3: Responsive Avoidance If other party sees substance but not

relationship as important, manager should regulate the issue through standard operating policies or new policies concerning this other party’s issue

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S1*

C1*

P1*

A1*

C1* P1* S1* A1* shows assumed strategy for other party. The pattern repeats for every four situations.

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BT

Scenarios from Best (BT) to Good (G) to Most Likely (ML) to Bad (BD) to Worst (W) Case

ML

Scenarios

W

W

W

W

BT

BT

G

ML

G

ML

ML

BT

BD

BD

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