Chapter 2

Negotiation
strategies and tactics
 Learning outcomes
By the end of this chapter, you should be able to:
1. Define strategies and tactics.
2. Identify Negotiating strategies.
3. Identify Negotiating tactics.
4. Identify Basic tactics during negotiation.
5. Determine the right times to use the right strategy and
tactic.
6. Identify the factors influencing the appropriate strategy and
tactics
 Chapter Outline
1- Introduction.
2- Negotiating strategies and
tactics are intended.
3- Classification of negotiating
strategies.
4- Negotiating tactics.
5- Basic tactics during negotiation
 1.Introduction
There are many different
strategies and tactics that
negotiators use to achieve their
goals.
So knowing how to use and adapt to
these strategies is essential to
success at the negotiating table
1.Introduction
Good preparation is the starting
point, and the point of arrival is
to achieve your negotiating
objectives, but the tools needed to
reach the point of arrival consist
of strategies that are employed at
the negotiating table.
 2- Concept of negotiating
strategies and tactics
-The strategy is the general framework
that governs and guides negotiating
behavior, determines its main
directions.
- The strategy is the general framework
for action and the basic objectives to
be achieved and translate this into
general principles .
2- Concept of negotiating
strategies and tactics
The strategy usually focuses
-

on long-term objectives, a
kind of planning for the
development of plans and
programmes of action.
2- Concept of negotiating
strategies and tactics
The tactic relates to operational
processes and the exercises used,
where the tactic focuses on how to
implement the plans and steps of
action necessary to achieve the
objectives effectively.
3- Classification of negotiating
strategies:
Some of the most important negotiating
strategies are:
• - Approach strategies when, how and where?
• - Common interest approach strategies.
• - Conflict approach strategies.
 Goals – The Focus That Drives
Negotiation Strategy
• Determining goals is the first step in the
negotiation process
• Negotiators should specify goals and
objectives clearly
• The goals set have direct and indirect
effects on the negotiator’s strategy

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 Goals, Strategy and Planning

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 4-

The Direct and Indirect Effects of

Goals on Strategy
• Direct effects
– Wishes are not goals
– Goals are often linked to the other party’s goals
– There are limits to what goals can be
– Effective goals must be concrete/specific
• Indirect effects
– Forging an ongoing relationship

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 Strategy versus Tactics

• Strategy: The overall plan to achieve one’s goals

in a negotiation
• Tactics: Short-term, adaptive moves designed to
enact or pursue broad strategies
– Tactics are subordinate to strategy
– Tactics are driven by strategy
• Planning: The “action” component of the strategy
process; i.e. how will I implement the strategy?
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 4-15

Approaches to Strategy

• Unilateral: One that is made without active

involvement of the other party
• Bilateral: One that considers the impact of the
other’s strategy on one’s own

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 4-16

Strategic Options

• Per Dual Concerns Model, choice of strategy is

reflected in the answers to two questions:
– How much concern do I have in achieving my
desired outcomes at stake in the negotiation?
– How much concern do I have for the current and
future quality of the relationship with the other
party?

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 4-17

The Dual Concerns Model

Avoidance: Don’t negotiate

Competition: I gain, ignore relationship
Collaboration: I gain, you gain, enhance relationship
Accommodation: I let you win, enhance relationship
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 4-18

The Nonengagement Strategy:

Avoidance
• If one is able to meet one’s needs without
negotiating at all, it may make sense to use an
avoidance strategy
• It simply may not be worth the time and effort
to negotiate
• The decision to negotiate is closely related to
the desirability of available alternatives

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 4-19

Active-Engagement Strategies

• Competition – distributive, win-lose

bargaining
• Collaboration – integrative, win-win
negotiation
• Accommodation – involves an imbalance of
outcomes (“I lose, you win”)

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 4-20

Understanding the Flow of

Negotiations: Stages and Phases
• How does the interaction between parties
change over time?
• How do the interaction structures relate to
inputs and outcomes over time?
• How do the tactics affect the development
of the negotiation?

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 4-21

Understanding the Flow of

Negotiations: Stages and Phases
Negotiation proceeds through distinct phases or
stages
• Beginning phase (initiation)

• Middle phase (problem solving)

• Ending phase (resolution)

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 4-22

Key Steps to an
Ideal Negotiation Process
• Preparation
– What are the goals?
– How will I work with the other party?
• Relationship building
– Understanding differences and similarities
– Building commitment toward a mutually beneficial set of
outcomes
• Information gathering
– Learn what you need to know about the issues
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 4-23

Key Steps to an
Ideal Negotiation Process

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 4-24

Key Steps to an
Ideal Negotiation Process
• Information using
– Assemble your case
• Bidding
– Each party states their “opening offer”
– Each party engages in “give and take”
• Closing the deal
– Build commitment
• Implementing the agreement
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 4-25

Getting Ready to Implement the

Strategy: The Planning Process
• Define the issues
• Assemble the issues and define the bargaining
mix
– The bargaining mix is the combined list of issues
• Define your interests
– Why you want what you want

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 4-26

Getting Ready to Implement the

Strategy: The Planning Process
• Know your limits and alternatives
• Set your objectives (targets) and opening bids
(where to start)
– Target is the outcome realistically expected
– Opening is the best that can be achieved
• Assess constituents and the social context of
the negotiation

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 4-27

The Social Context of

Negotiation: “Field” Analysis

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 4-28

Getting Ready to Implement the

Strategy: The Planning Process
• Analyze the other party
– Why do they want what they want?
– How can I present my case clearly and refute the
other party’s arguments?
• Present the issues to the other party

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 4-29

Getting Ready to Implement the

Strategy: The Planning Process
• Define the protocol to be followed in the
negotiation
– Where and when will the negotiation occur?
– Who will be there?
– What is the agenda?

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 4-30

Summary on the Planning Process

“...planning is the most

important activity in
negotiation.”

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 4-31

4- Negotiating Tactics
• Negotiating tactics for a strategy of
when, how and where?
• -Negotiating tactics of the Common
Interest Curriculum Strategy.
• - Negotiating tactics of the conflict
approach strategy.
 4-32

4- Negotiating Tactics
• 4/1 -Negotiating tactics for the When,
How and Where Strategy? The most
important of these tactics are:
• 4/1/1 Deception.
• 4/1/2 Surprise.
• 4/1/3 Fait accompli.
• 4/1/4 Quiet retreat.
• 4/1/5 Apparent retreat.
 4- Negotiating Tactics 4-33

• 4/1 -Negotiating tactics for the When,

How and Where Strategy? The most
important of these tactics are:
• 4/1/6 Reverse trend.
• 4/1/7 Investigation/Test.
• 4/1/8 Border setting
• 4/1/9 Binding.
• 4/1/10 Chapter.
• 4/1/11 Halfway.
 4-34

4- Negotiating Tactics
• 4/1 -Negotiating tactics for the When,
How and Where Strategy? The most
important of these tactics are:
• 4/1/12 Coverage
• 4/1/13 Random Art.
• 4/1/14 Delegate dispatch.
• 4/1/15 Overcoming stalemates.
• 4/1/16 Quick finish.
• 4/1/17 Hit-and-run.
 4-35

4- Negotiating Tactics
• 4/2 Strategic negotiating tactics of
common interest and conflict: Below we
present the most important tactics that a
negotiator can use that relate to common
interest strategies as well as conflict.
• 4/2/1 Buy some time.
• 4/2/2 Give something to get you for.
• 4/2/3 Discuss future needs.
• 4/2/4 Summed up.
 4-36

4- Negotiating Tactics
• 4/2 Strategic negotiating tactics of
common interest and conflict: Below we
present the most important tactics that a
negotiator can use that relate to common
interest strategies as well as conflict.
• 4/2/5 Determine what you will lose.
• 4/2/6 Express how you feel.
• 4/2/7 Not the subject.
• 4/2/8 Try to secure a declaration of principles
 4- Negotiating Tactics 4-37

• 4/2 Strategic negotiating tactics of common interest

and conflict: Below we present the most important
tactics that a negotiator can use that relate to common
interest strategies as well as conflict.
• 4/2/9 Agreement reached on marginal bridge-building issues.
• 4/2/10 Discuss the remaining alternatives.
• 4/2/11 Reveal important things.
• 4/2/12 Take a hypothetical question.
• 4/2/13 Ask for sympathy or offer.
• 4/2/14 Try using the quick end.
 4- Negotiating Tactics 4-38

• 4/2 Strategic negotiating tactics of common interest

and conflict: Below we present the most important
tactics that a negotiator can use that relate to common
interest strategies as well as conflict.

• 4/2/15 Graphically identify differences.

• 4/2/16 Good linking discussion.
• 4/2/17 Change locations.
• 4/2/18 Penetration.
• 4/2/19 Yes strategy... But .
 4- Negotiating Tactics 4-39

• 4/2 Strategic negotiating tactics of common interest

and conflict: Below we present the most important
tactics that a negotiator can use that relate to common
interest strategies as well as conflict.
• 4/2/20 Cooperative Strategy.
• 4/2/21 Conflict Avoidance Strategy A Voiding
Conflict.