Unilateral Negotiation Strategies

1. Unilateral Negotiation Strategies • C1: Trustingly Collaborate • P1: Firmly Compete • S1: Openly Subordinate • A1: Actively Avoid Negotiating

3. 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

4. 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

5. 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

6. 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

7. 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.

9. 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

10. 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

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

12. Scenarios from Best (BT) to Good (G) to Most Likely (ML) to Bad (BD) to Worst (W) Case Scenarios ML BD BT W G ML BT W ML W BT BD ML W BT G 13