3. Differences
• Number of parties
• Informational and
computational complexity
• Social complexity
• Procedural complexity
• Strategic complexity
(Lewicki, Saunders & Barry. 2011)
4. Effective Groups
1. Assumptions & inferences
2. Share all relevant information
3. Interests, not positions
4. Explain reasons
5. Specific terms using examples
6. Word meaning agreement
7. Disagree openly
8. Make statements, inviting
questions and comments
(Lewicki, Saunders & Barry. 2011)
5. Effective Groups
9. Disagreements and solutions
10. Discuss “undiscussable” issues
11. Focus
12. No cheap shots or group
distractions
13. Full process participation
14. Nongroup member exchange
15. Consensus decision-making
16. Self-critiques
(Lewicki, Saunders & Barry. 2011)
13. Agreement
• Move to select an option
• Draft the tentative
agreement
• Discuss implementation
and follow-up
• Thank you!
• Organize wrap up
(Lewicki, Saunders & Barry. 2011)
Dynamics change when groups, teams, and task forces have to present individual views and come to a collective agreement about a problem, plan, or future course of action.
Obviously more than two parties is different than a two party negotiation, simply because the process becomes bigger as we try to manage multiple perspectives. More issues, values and perspectives increases the amount of data, what to prepare for, and the solution parameters.Certainly the social dynamics of larger groups differs from small groups.Our process determination and structure will change because it’s no longer just a back and forth between two parties so managing the negotiation becomes much more complicated. Strategically it’s much more difficult in part, because we may end up directly negotiating a segment with only one of the parties, but in front of the others.
Effective groups and their members:Test assumptions and inferencesShare all relevant informationFocus on interests, not positionsExplain reasons behind statementsTalk in specific terms and use examplesAgree on what important words meanDisagree openly with any member of the groupMake statements, then invite questions and comments
Design ways to test disagreements and solutionsDiscuss “undiscussable” issuesKeep discussions focusedAvoid taking cheap shots or distracting the groupExpect participation by all members in all phases of the processExchange relevant information with nongroup membersMake decisions by consensusConduct self-critiques
Three key stages that characterize multilateral negotiations.The prenegotiation stageCharacterized by many informal contacts among the partiesThe formal negotiation stageStructures a group discussion to achieve an effective and endorsed resultThe agreement phaseParties select among the alternatives on the table
Agendas can be effective decision aids:Establish the issues that will be discussedDefine how each issue is discussedSet the order in which issues are discussedIntroduce process issues (decision rules, discussion norms, member roles, discussion dynamics), and substantive issuesAssign time limits to various items
Appoint an appropriate chairUse and restructure the agendaEnsure diversity of information and perspectivesKey process steps:Collect thoughts and composure before speakingUnderstand the other person’s positionThink of ways both parties can winConsider the importance of the issueRemember parties will likely work together in the future
Ensure consideration of all available informationThe Delphi techniqueAn initial questionnaire, sent to all parties, asking for inputBrainstormingDefine a problem and generate as many solutions as possible without criticizing any of themNominal group techniqueBrainstormed list of solutions ranked, rated, or evaluated
Manage conflict effectivelyReview and manage the decision rulesStrive for a first agreementManage problem team membersBe specific about problem behaviorsDescribe problem as team problem (use “we” versus “you”)Focus on behaviors the other can controlWait to give constructive criticismKeep feedback professionalVerify that the other has heard and understood
Select the best solutionDevelop an action planImplement the action planEvaluate outcomes and the process
Group chair or facilitator steps in moving toward a successful completion:Move the group toward selecting one or more of the optionsShape and draft the tentative agreementDiscuss whatever implementation and follow-up needs to occurThank the group for their participation, hard work and effortsOrganize and facilitate the postmortem