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    Multiple Parties & Teams: (Lewicki, Saunders & Barry. 2011)

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    Nooria Yaqub
    This document discusses multiparty negotiations where there are multiple individuals or teams on each negotiating side. It identifies several differences that arise in multiparty negotiations compared to single-party negotiations, including increased informational complexity, social complexity, and strategic complexity. The document then provides guidance on effective group processes, prenegotiation activities, formal negotiation techniques, and reaching agreements in multiparty negotiations.

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    Multiple Parties & Teams: (Lewicki, Saunders & Barry. 2011)

    Uploaded by

    Nooria Yaqub
    41 views13 pages
    This document discusses multiparty negotiations where there are multiple individuals or teams on each negotiating side. It identifies several differences that arise in multiparty negotiations compared to single-party negotiations, including increased informational complexity, social complexity, and strategic complexity. The document then provides guidance on effective group processes, prenegotiation activities, formal negotiation techniques, and reaching agreements in multiparty negotiations.

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    This document discusses multiparty negotiations where there are multiple individuals or teams on each negotiating side. It identifies several differences that arise in multiparty negotiations compared to single-party negotiations, including increased informational complexity, social complexity, and strategic complexity. The document then provides guidance on effective group processes, prenegotiation activities, formal negotiation techniques, and reaching agreements in multiparty negotiations.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    41 views13 pages

    Multiple Parties & Teams: (Lewicki, Saunders & Barry. 2011)

    Uploaded by

    Nooria Yaqub
    This document discusses multiparty negotiations where there are multiple individuals or teams on each negotiating side. It identifies several differences that arise in multiparty negotiations compared to single-party negotiations, including increased informational complexity, social complexity, and strategic complexity. The document then provides guidance on effective group processes, prenegotiation activities, formal negotiation techniques, and reaching agreements in multiparty negotiations.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    You are on page 1of 13

    Multiple

    Parties &
    Teams

    (Lewicki, Saunders & Barry. 2011)


    • Multiple parties are negotiating with one
    another and attempting to achieve a collective
    or group consensus.
    • Multiple individuals are present on each “side”
    of the negotiation
    – The parties to a negotiation are teams against
    teams

    (Lewicki, Saunders & Barry. 2011)


    Differences
    • Number of parties
    • Informational and
    computational complexity
    • Social complexity
    • Procedural complexity
    • Strategic complexity

    (Lewicki, Saunders & Barry. 2011)


    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)
    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)
    Multiparty Management

    Prenegotiation

    Formal Negotiation

    Agreement
    (Lewicki, Saunders & Barry. 2011)
    Prenegotiation

    • Establish participants
    • Form coalitions
    • Define roles
    • Understand costs &
    consequences of failure
    • Learn issues, construct
    agenda

    (Lewicki, Saunders & Barry. 2011)


    Prenegotiation Agendas
    • Establish issues
    • Define issues
    • Set issue order
    • Introduce process
    issues (decision rules,
    discussion norms,
    member roles,
    discussion dynamics),
    and substantive issues
    • Assign time limits (Lewicki, Saunders & Barry. 2011)
    Formal Negotiation
    • Chairperson
    • Adjust agenda
    • Diversity
    • Key process steps:
    – Tongue control
    – Understand
    – Win-Win-Win
    – Issue importance
    – Future work?
    (Lewicki, Saunders & Barry. 2011)
    Formal Negotiation

    • The Delphi technique


    • Brainstorming
    • Nominal group
    technique

    (Lewicki, Saunders & Barry. 2011)


    Formal Negotiation
    • Conflict management
    • Decision rules
    • First agreement
    • Difficult members
    – Be specific about problem
    behaviors
    – Describe problem as team problem
    (“we vs you”)
    – Focus on behaviors the other can
    control
    – Wait to give constructive criticism
    – Keep feedback professional
    – Verify that the other has heard and
    understood(Lewicki, Saunders & Barry. 2011)
    Agreement
    • Best solution
    • Action plan
    • Implementation
    • Evaluation

    (Lewicki, Saunders & Barry. 2011)


    • Integrative agreements more likely when
    teams are involved
    • Teams are sometimes more competitive than
    individuals and may claim more value
    • Accountability pressures are different for
    teams
    • Relationship among team members affects
    negotiation process and outcomes

    (Lewicki, Saunders & Barry. 2011)

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