Chapter 10

Box 10.1: Understand the role of the chair

Chairpersons of multiparty negotiations must be sensitive to keeping tight control over the process while not directly effecting eventual outcome. Pointers

Prenegotiation Stage

Characterized by many informal contacts among the parties. Work on a number of important issues

1. Can we agree to have a constructive conversation?

-Commit to the relationship—signal that you are ready to work on the problem and it is worth doing. -Optimize safety—you will do your best to not make the other feel defensive, and you will try to appreciate the other's point of view

Agendas as Effective Decision Aids

-Establish the issues that will be discussed -Define how each issue is discussed -Set the order in which issues are discussed -Introduce process issues (decision rules, discussion norms, member roles, discussion dynamics), and substantive issues -Assign time limits to various items

3. Can we understand and appreciate each other's perspective?

-Explain and echo each perspective—tell the other what you observe, how it makes you feel, and the long-term consequences

Number of Parties

-Larger -Ensuring each party has adequate time to speak and be heard -If the parties are all equals (all VPs), the exchange should be more open than if one party has higher status or power

More Formal Negotiation Stage

-Manage conflict effectively -Review and manage the decision rules -Strive for a first agreement -Manage problem team members

Informational and Computational Complexity

-More issues, more perspectives on the issues -Keeping track of all information becomes a challenge

Strategic Complexity

-Must consider strategies of all parties at the table and decide whether to deal with them separately or collectively -Parties may be observed and change behavior to be tough -Party with control of parties there may invite more to support them -Parties may engage in coalition building -Relationships are most significant force shaping which parties will enter coalitions

2. Can our conversation be productive enough to make a difference?

-Narrow the discussion to one issue—identify one issue at time in a nonthreatening way. -Neutralize defensiveness—minimize using words, terms, or descriptions that make the other defensive

Logistical Complexity

-Physical distance between parties as they attempt to resolve their differences and reach agreement -Parties are in same room, or over telephone, computer, email, etc.

Managing Multiparty Stages

-Prenegotiation Stage -Formal Negotiation Stage -The Agreement Phase

Procedural Complexity

-Process they have to follow is more complicated, can't just take turns -Will take longer -Greater number of parties, more complex and out of control -Based on last two^ parties need to devote discussion time on how they will manage process -Decide how they want to approach multiple issues on the table

Social Complexity

-Social dialogue changes from one-on-one to small-group discussion -Cooperative motivational orientation is best over individualistic -Social pressures develop, members compare themselves to one another, try to use influence tactics

9. Jointly design ways to test disagreements and solutions

Develop process for confirming facts, verifying interpretations of events so problem solving can move forward

10. Discuss undiscussable issues

Ex: Group members who are not performing up to expectations, or challenges to a boss in the room

1.

Explicitly describe the role you will take as chair

In multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower-quality agreements.

False

Individualistically motivated parties in multiparty negotiations are more trusting and engage in less argumentation.

False

It is uncommon for coalitions to exist before negotiations begin.

False

There are no techniques that can be used to manage multiparty negotiation effectively.

False

Defining Member Roles

If group already has structure, then key roles (lead negotiators, issue specialists, technical experts, record keepers, so on) will already be determined. If not, do it. -Task roles -Relationship roles -Self-oriented roles

14. Exchange relevant information with parties not at the table

If outsiders are brought in as experts or sources of information they should be fully briefed on rules of participation

7. Disagree openly with any member of the group

If parties withhold their disagreement, conflict is forced underground, leads to inability to reach consensus

16. Conduct a self-critique

In between discussions, parties should spend time evaluating process and effectiveness

1. Test Assumptions and Inferences

Individuals must check their assumptions with others

2.

Introduce agenda or build one based on identified issues, concerns, priorities

9.

Introduce external information (studies, reports, statistics, facts from experts) to help illuminate issues and interests

4.

Introduce necessary ground rules or let the parties suggest them

12. Do not take cheap shots or create irrelevant sidetracks or otherwise distract the group

Keep distractions to a minimum

8.

Listen for interests and commonalities, encourage people to express interests, and define why they want it. Invent options

2. Share as much relevant information as possible

Parties should discuss interests, but not disclose their walkaways or BATNA

Ensure Consideration of All Available Information

Slide 13 - Know techniques and those added in lecture?

15. Make decisions by consensus

Strive for consensus although not always possible

10.

Summarize frequently, particularly when conversation becomes stalled, confused, tense. Where conversation is, what has been accomplished, what needs to be done

11. Keep the discussion focused

Team leaders should make sure conversation stays on track. Develop agenda

A single negotiator is simply one of the parties in a multiparty negotiation and wants to ensure that his or her own issues and interests are clearly incorporated into the final agreement.

True

Conflict is a natural part of group life that improves members' ability to complete tasks, work together, and sustain these relationships.

True

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as more parties, constituencies, and audiences are added.

True

Negotiators who have some way to control the number of parties at the table may begin to strategically manipulate this control to serve their objectives.

True

One pointer on how to chair a multiparty negotiation effectively is to encourage people to express interests, mirror them back, and encourage people to identify not only what they want, but also why they want it.

True

When a chairperson is also advocating a particular position or preferred outcome, it will be difficult for that individual to act or be seen as "neutral."

True

Nominal Group Technique

Typically follows brainstorming. Take solution options and rank, rate, evaluate the alternatives. Leader collects, posts, records ratings so all parties can formally evaluate options and vote on most effective

Understanding the Costs and Consequences of No Agreement

Understand costs/consequences if parties fail to agree

3. Focus on Interests, not positions

Use procedures that surface underlying interests of individual members. Share information, ask questions, probe

5. Be specific - Use Examples

Use specific terms (behaviors, people, places, events). Generalities can lead to misunderstandings and send problem solving off track

Differences Between Two-Party and Multiparty Negotiations

What makes multiparty negotiations more complex, challenging, and difficult to manage

The Delphi Technique

-An initial questionnaire, sent to all parties, asking for input -Parties send back to moderator, moderator summarizes input and sends back to parties -Parties then evaluate, make further input, and return it to moderator over and number of rounds

Formal Negotiation Stage

-Appoint an appropriate chair -Use and restructure the agenda -Ensure diversity of information and perspectives

Manage problem team members

-Be specific about problem behaviors -Describe problem as team problem (use "we" versus "you") -Focus on behaviors the other can control -Wait to give constructive criticism -Keep feedback professional -Verify that the other has heard and understood

4. Can we all commit to making improvements?

-Change one behavior each—agree that each of you is going to change one behavior. -Track it!—determine ways to monitor progress

Key Process Steps

-Collect thoughts and composure before speaking -Understand the other person's position -Think of ways both parties can win -Consider the importance of the issue -Remember parties will likely work together in the future

Brainstorming

Parties instructed to define a problem and then generate as many solutions as possible without criticizing any of them

Participants

Parties must agree on who is going to be invited to the talks

Table 10.2: Know the Process Model

4 Requirements CONNECT

8. Make Statements, then invite questions and comments

Encourage others to clarify their own understandings of your interests and needs

13. Expect to have all members participate in all phases of the process

All parties must be wiling to share relevant information, working to help arrive at solution, or help manage process

6.

Assure individual members that they will have opportunity to make opening statements or other ways of placing concerns/issues on the table

7.

Be an active goalkeeper. Make sure people have chances to speak and people do not dominate

4. Explain reasons behind one's statements, questions, and answers

Be clear to others about what is important and indicate reasons why those things are important

5.

Create or review decision standards and rules. Fair and reasonable settlement for parties

6. Agree on the meaning of important words

Define key words or language that is part of agreement. Everyone should have same definition of "consensus"

3.

Make logistical arrangements that will help negotiation process (physical setup of room)

Learning The Issues and Constructing an Agenda

Many reasons to do this

Form Coalitions

Not uncommon for coalitions to exist before negotiations begin, may form to promote or block certain agenda item