1. Multiple Parties, Coalitions, and Teams
Presented By: Presented To:
•Ahmed Fekry •Dr. Hassan Wagih
•Tarek Mohamed
•Ashraf Tawfik ESLSCA 39B
•Ramzy Halim

2. Difference between 2 party & Multiparty
Negotiation?
Two Party Negotiation :
Refers to a process in
which two individuals
work together to
formulate agreements
about the issues in
dispute.

3. Difference between 2 party & Multiparty
Negotiation?
Multiparty Negotiation:
 Group of three or more
parties each representing
his or her interests are
involved to negotiate in a
certain issue and it could be
one of the following :

4. Levels of Analysis in Multiparty
Negotiation
 Multiparty  Coalitions

5. Levels of Analysis in Multiparty
Negotiation
 Principle-Agent  Constituencies

6. Levels of Analysis in Multiparty
Negotiation
 Team negotiation  Intergroup

7. Multiparty Negotiation
 More than 3 Individuals , teams or groups having different interests
& each representing his own interest, however they attempt to
resolve perceived differences
 More parties discussing more issues with more interests.
 Planning became difficult , social interaction more complex.
 Agenda to be discussed will be more complex.

8. Key Challenges of Multi Party
1. Dealing with Coalitions:
 Coalitions is a subgroup of 2 or more individuals who join together
in using their resources to affect the outcome of a decision in a
mixed motive situation involving at least three parties.
 Coalitions benefits : minimize conflicts and maximize controls over
other members.

9. 2- Formulating Trade-Offs
• Integrative agreements are more difficult to fashion in multiparty
negotiations because Trade-Offs are more complex. Issues may be
linked, making trade-offs between issues are difficult to construct,
the below diagram represent the 2 ways of achieving the Integrative
trade-off:
1. Circular Logrolling : 2. Reciprocal Trade Offs:
 Require each group member  Fashioned between 2
to offer another member a members of larger group
concession on one and it’s more traditional
issue, while receiving a form of exchanging
concession from another presents between only
group member on another two group members,
issue. however circular logrolling
between more than two
members.

10. 3- Voting & Majority Rule
 Voting is the procedure of collecting individual preferences for
alternatives on issues & selecting the most popular alternative as
the group choice “ Majority rule “
 Despite its democratic appeal , majority rule fails to recognize the
strength of individual preferences.
 Groups negotiation by “ Unanimity rule “ reach more efficient
outcomes but it is time-consuming.
 Paradoxes of voting demonstrated at “ Condorcet paradox “ when
the winners of majority rule elections will change as a function of
the order in which alternatives are proposed.

11. Voting & Majority Rule
Strategic voting :
 The problem of indeterminate group choice is further
compounded by the temptation for members to strategically
misrepresent their true preferences so that a preferred option is
more likely to be favored by the group.
Consensus agreements :
 Consensus agreements imply that parties agree publicly to a
particular settlement , even their private views may be in conflict.

12. 4- Communication Breakdown
 Most of People take communication for granted in their
interactions with multiple parties.
 Multiparty negotiation, communication is complex as a result of
communicating with a lot of people with different interests &
issues.
• Private Caucusing
Sender • Biased Interpretation.
• Perspective taking
Failures
• Indirect Speech Acts.
• Multiple Audience
Receiver Problem.

13. Case
 After the glorious revolution of January 25, A number of
parties have emerged in different terms of references and
interests. The number reached more than 60 parties(Multi
party) . And the idea of coalitions and alliances appeared
in preparation to run for parliament for the year 2011-2012.
 The negotiations started between them and each team
starts to studying gains and losses as a result of this
alliance or coalition.
 The largest coalition is an example of the Democratic
Alliance for Egypt, who led it the party of freedom& justice
and the Wafd Party, brought together 34 political parties

14. Soon, tensions emerged between those parties on the division of
cake and quickly withdrew several parties, one of the top was the
Wafd Party , the Nasery Party ,Elnoor Party and several other
parties and settled the number of 11 party in this coalition.

15.  The result of this coalition for freedom and justice
achieved 222-seats and 22 seats to others of the
Democratic Alliance is affiliated with the freedom and
justice.
 We note that the Wafd Party,thought that alone will
bring him coming off a larger number of seats but did
not achieve and got a little 39 seats on by 7.5%, which
is a very small number relative to its calculations.

16. What are the Key Strategies for Multiparty Negotiations?
• Know who will be at the table
• Manage the Information & systemize proposal making
• Use Brainstorming Wisely
• Develop & assign Process Roles
• Stay at the table
• Strive fro equal participation
• Allow for some points of agreement, even if only on process
• Avoid the Equal Shares Bias
• Avoid the Agreement Bias
• Avoid Sequential bargaining
Win-Win

17. What is Coalition?
Temporary agreement between two or more parties (individuals
or groups) in order to achieve common goal.
Why Coalition is important?
People who pool their resources and work together are
generally more powerful and more able to advance their
interests, than those who do not. Coalition members may be
able to resist certain threats or even begin to make counter
P1
threats.
What are the ChallengesChallenge Strategy
of working in Coalition and how can
Coalitions may
form
we improve it to build a successful Coalition? Early Contact
Optimal Size
Trust & Temptation Verbal Commitment
Win-Win Dividing The Pie Fairness in Dividing

18. Constituent Relationships
 When negotiating party is embedded within an
organization, several peripheral players may have an
indirect stake in the outcome and may influence the
negotiation.
 Constituents can be used to exert pressure on the other
side of the table.
 Three types of constituencies:
A) Superiors: have authority over principals.
B) Subordinates: are under the authority of principals.
C) Constituencies: for whom the principals is
responsible and accountable.

19. Constituent Relationships
 When negotiating party is embedded within an
organization, several peripheral players may have an
indirect stake in the outcome and may influence the
negotiation.
 Constituents can be used to exert pressure on the other
side of the table.
 Three types of constituencies:
A) Superiors: have authority over principals.
B) Subordinates: are under the authority of principals.
C) Constituencies: for whom the principals is
responsible and accountable.

20. Challenges for Constituent Relationships
 Identification:
Constituent representatives must think about how they want to
identify themselves/their side in a negotiation.
 Accountability:
* negotiators at the bargaining table comprise the primary
relationship in negotiation.
* The relation parties share with their constituents is the 2nd
table.
* The 2nd table has a paradoxical effect on the primary table.
* Representatives of constituents often are not given power to
enact agreements, but in some cases the opposite can be true.

21. Strategies for improving constituent relationships
 Communicate with your constituents
 Don’t expect homogeneity of constituent views.
 Educate your constituents on your role & your
limitations.
 Help your constituent do horizon thinking.

22. TEAM NEGOTIATION
Consider the following situations:
 A husband and wife negotiate with a salesperson on the
price of a new car.
 A group of disgruntled employees approach management
about wages and working conditions.
 A large software company approaches a small software
company about an acquisition.
Why are teams so effective?
 Negotiators exchange much more information about their
interests and priorities when at least one team is at
bargaining table than when two individuals negotiate.
Information exchange leads to greater judgment

23. Consider the following criteria for
choosing and evaluating teammates:
1.Negotiation expertise .
People with good negotiation skills may be worth their
weight in gold.
2.Technical expertise.
It helps to have someone with technical expertise
in the domain of interest.
3.Interpersonal skills.
It often helps to have people with good
interpersonal skills on a negotiating team.

24. Information pooling
Team Cohesion
 Cohesion is the strength of positive relations within a
team, the sum of pressures acting to keep individuals
in a group.
 Cohesive groups Perform better than less cohesive
groups.

25. Information processing
 It is more efficient for each team member to be
responsible for a particular piece of information.
Common information bias.
 Members of groups are not privy to the same facts and
information. People rely on others for information. In
fact, members of product development teams rely on
informal social exchanges more than technical reports
for information. Teams can be more efficient by
dividing the labor among members.

26. Strategies For Improving Team
Negotiation
 Prepare together
 Plan schedule breaks
 Assess accountability

27. Preparing For Your Team-on-Team
Negotiation
 Team-on-team negotiation can be an advantage over
solo negotiation if the team prepares properly. Here
are some guidelines:

28. Step 1: Individual Preparation
 Identify the issues.
 Identify your BATNA.
 Determine what you believe to be your team’s “worst-
case’’ scenario.
 Determine what you believe to be your team’s “Best-
cas’’ scenario.
 Write down these scenarios and be prepared to share
them with the members of your team.

29. Step 2: Running the Preparation
Meeting
 Who is going to run the meeting (i.e., who is going to
summarize, synthesize, etc.)?
 What materials do you need to be effective (calculator,
flipcharts, computer, etc.), and who is bringing them?
 What is your timeline, and who will enforce it so that
the team arrives at the negotiation table prepared and
refreshed?

30. Step3: as a Team, Clarify Facts and
Information
 Develop a “position and Interests ’’ chart.
 Prioritize your issues. understand the reasons for your priorities.
 Identify what you think the other party’s priorities are.
 Identify what information you need from the other party.
 Determine your BATNA.
 What do you know about the other part’s BATNA?
 Identify your worst-case scenario (reservation price).
 Identify your best-case scenario (target).
 As you complete the preceding tasks, make a list of questions to
research.
 Identify information that is too sensitive to reveal at any point under
any condition
 Identify information that you are willing to share with the other team if
they inquire.

31. Step 4: Strategy
 As a team, plan your OPENING OFFER.
 Choose a lead negotiator.
 Choose a lead strategist.
 Choose an accountant to run the numbers.
 Choose a scribe to keep track of offers. Decide on a
signal to adjourn for a private caucus.

32. Principal – Agent negotiation
Many advantages can be realized by using agents to
represent one’s interests:
 Expertise : agents have more expertise in negotiation.
 Substantive knowledge : agent have more information
than principal at certain areas.
 Networks and special influence .
 Emotional detachment : agents provide emotional
detachment and tactical flexibility.
 Ratification : agents dose not have the authority to make
or accept offers ( unless directed to do so by the principal ).
 Face-saving : agents can provide a face – saving buffer for
principals.

33. Principal – Agent negotiation
Disadvantages of Agents :
 Shrinking ZOPA : agents shrinks the bargaining zone in order to
increase the likelihood of an impasse.
 Incompatible incentive structure: incentive compatibility is
the only way to ensure that the agent serves principal interests.
 Communication distortion : it may occur as agents often do
the negotiation rather than principals . “ message tuning “
refers to how senders tailor the messages to specific recipients.
 Loss of control : because the agent is negotiating in principal
stead.
 Agreement at any cost : agents have an incentive to reach
agreement so they may fall prey to the getting to YES bias.

34. Strategies for Working Effectively with Agents
 Shop around .
 Know your BATNA before meeting with your agent.
 Communicate your interests to your agent without
giving away your BATNA.
 Capitalize on the agent’s expertise.
 Tap into agents sources of information.
 Discuss ratification.
 Use agent to help save face.
 Use your agent to buffer emotions.

35. Questions
1. What is the different between
two party & Multiparty
negotiations?
2. How do u build a successful
Coalition in Multiparty
negotiations?
3. How to deal when the table
gets crowded?
4. Mention the challenges &
strategies of improving
Constituents?

36. Thanks for your attention