ASSESSING THE NEGOTIATING STYLE:Dual Concern Model, Tactics Used In Integrating

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Conflict Management HRM624

Lesson 23

ASSESSING THE NEGOTIATING STYLE

Quotation:

Anger can be an effective negotiating tool.

Mark McCormack (1930 - ) U.S. sports agent, promoter, and lawyer.

You must never try to make all the money that's in a deal. Let the other fellow make some money too,

because if you have a reputation for making all the money there is in a deal, you won't make many deals. J.

Paul Getty (1892 - 1976) U.S. oil magnate.

Quotation:

War is the trade of kings.

John Dryden (1631 - 1700) English poet, playwright, and literary critic.

We will discuss the following points in this lecture.

· The best negotiation styles to use for preserving cooperation.

· The best negotiation styles to use for self-protections.

· The negotiation skills of the best negotiators.

· Some ways of assessing your own preferred negotiation style and those of your clients, associates,

team, and other disputant team.

· Tactics that can be used to develop win-win solutions to conflict.

Dual Concern Model

High

Obliging

Integrating

Conc

Compromising

ern

for

other

Low

Avoiding

Dominating

Low

Concern for self

High

Masochism: Self-misery

Limitations of Dual Concern Model

Research in the field of negotiation is highly complex and situations vary significantly.

Dual concern model assumes that no disputant has negative orientation, which is not the case. Sometimes, a

disputant may be sadist and get pleasure by harming others.

Negotiation style is an overall strategy not just a tactic.

Conflict Management HRM624

Dual Concern Model

Very

Obliging

Integrating

positive

and

masochistic

Compromising

Conc

ern

Masochistic

Avoiding

Dominating

for

other

Dominating

Very

Sadistic and

and

negative

masochistic

Sadistic

masochistic

Very negative

Concern for self

Very positive

Masochistic: inviting abuse or misery

The Parable of the two sisters and the orange

The situation

Two sisters go to the Fridge at the same time for an orange. There is only one orange and a dispute arises

between them as who will take the orange.

Avoiding (Low concern for self and other)

The sisters do nothing, since they can't decide. Two weeks later, there are two dissatisfied sisters and the

orange got stale in the fridge.

The orange is wasted and there is a cost of disposing it off.

Dominating, or competing (High Concern for self and low concern for other)

The sisters agree to an arm-wrestling contest, with the winner taking the orange. Naila wins the orange and

Ayesha loses. Naila juices the orange and drinks it and Ayesha is unhappy.

The skin of the orange is wasted and there is a cost of disposing it off for the tax payers, which is better

than wasting the whole orange.

Obliging, or accommodating (Low Concern for self and high concern for other)

Naila says, "You take the orange, Ayesha". Naila replies, "No, no, dear, you take it. I want you to have it."

Naila rejoins, "I couldn't possibly, Ayesha Bahan. You take it." Unless one or both sisters can recover from

their case of terminal etiquette, the result will be same as for avoiding.

Another possible outcome is that one sister relents and takes the orange, an outcome similar to that for

dominating, except that animosity may be less.

Compromising (Moderate Concern for both self and other)

The sisters agree to divide the orange in half. Naila juices her half and has a tiny glass of juice. Ayesha grates

the skin from her half orange for a cake (except she doesn't have quite enough). The result is two half-

satisfied sisters and a half-wasted orange.

Taxpayers, have about the same bill for waste disposal that we had for the dominating/competing outcome.

Conflict Management HRM624

Integrating, Collaborating, or Problem-solving (High Concern for both self and other):

Naila asks Ayesha, "What do you need an orange for?" Ayesha replies, "I need the skin for my cake."

(Integrating always includes an investigation of the disputants' underlying needs.) Naila smiles and says,

"Then there is no problem. I just want a glass of juice." The result is two satisfied sisters and a fully utilized

orange.

The taxpayers have less waste to dispose of. (Now, if we could only find use for the seeds!)

Considerations involved in using five negotiation styles

While deciding which negotiation style would be the most suitable for a particular situation, there are certain

points which need to be considered, such as

1. Usefulness in inducing cooperation (motivate cooperation)

2. Self-protectiveness (high degree of motivation to protect one's own interests)

3. Integrating is good especially when there is power imbalance

4. Effective interests analysis is a must for using integrative style

5. Creative problem solving for meeting the underlying needs of all the disputants

6. Mutual and unilateral styles: Integrating and compromising require mutuality.

Integration style not possible in some situations

There are certain situations when integrating style can not be adopted e.g.

1. A relatively powerful disputant does not want to cooperate

2. A disputant is disempowered due to lack of information

3. When one disputant is forced to litigation

4. When there is constraint of time or limited mental energy

5. Integrating style is difficult for those who have limited cognitive capacities.

Tactics Used In Integrating

Expert integrators are familiar with five common tactics that support the integrating style of negotiation

(Rubin, Pruitt, & Kim 1994 173-79)

1. Expanding the pie: it involves making the resource pool larger

2. Cutting costs: it is the converse expanding the pie: it relies on cost reduction to increase the net revenues

available for distribution

3. Nonspecific compensation: It refers to giving the other disputant "unrelated" compensation for giving up

something of value

4. Logrolling: it is simply the exchange of items that have values personal to the disputants

5. Bridging: It is responding to underlying interests rather than to positions. In essence, every effective

integrating negotiation is a bridging process.

Integrating style is the best style but it has its own limitations. It assumes that all disputants are rational and

in actuality some disputants may be irrational and masochistic. These limitations of individual disputants can

influence the choice of negotiation style.

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