ESSENTIALS OF

NEGOTIATION
SIXTH EDITION

• ROY J. LEWICKI
• BRUCE BARRY
• DAVID M. SAUNDERS

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 Chapter 10

MULTIPLE PARTIES, GROUPS,

AND TEAMS IN NEGOTIATION

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SITUATIONS THAT INVOLVE MULTIPLE PARTIES
• Dynamics change when groups, teams, and
task forces have to present individuals views
and come to a collective agreement about a
problem, plan, or future course of action.

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SITUATIONS THAT INVOLVE MULTIPLE PARTIES
• Multiple parties are negotiating with one
another and attempting to achieve a collective
objective or group consensus.
• Multiple individuals are present on each “side”
of the negotiation
 The parties to a negotiation are teams against teams

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FIGURE 10.2 A MULTIPARTY NEGOTIATION,
EACH REPRESENTING A CONSTITUENCY

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 THE NATURE OF MULTIPARTY
NEGOTIATIONS
Differences between two-party and multiparty
negotiations:
• Number of parties
• Informational and computational complexity
• Social complexity-From one to one to small groups dynamics.
Members pressure others to adopt a common perspective or solution

• Procedural complexity-who’s turn to talk. Result; longer time

• Logistical complexity-more physical distance-people negotiate
through electronic media-socially disconnected.
• Strategic complexity-have to consider the interests and
strategies all parties compared to one
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 WHAT DYNAMICS CAN MAKE A
MULTIPARTY NEGOTIATION EFFECTIVE?
Effective groups and their members do the
following:
1. Test assumptions and inferences
each individual makes his her own assumption and inferences clear by articulating them and
checking them with others.

2. Share all relevant information

3. Focus on interests, not positions
4. Explain reasons behind statements, questions and answers
5. Talk in specific terms and use examples
6. Agree on what important words mean
Meaning of consensus-voting procedure, general support by most, 100% support

7. Disagree openly with any member of the group

8. Make statements, then invite questions and comments
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 WHAT DYNAMICS CAN MAKE A
MULTIPARTY NEGOTIATION EFFECTIVE?
Effective groups and their members (cont.)
9. Design ways to test disagreements and solutions
10. Discuss “undiscussable” issues
11. Keep discussions focused
12. Avoid taking cheap shots (irrelevant stories, humor) or
distracting the group
13. Expect participation by all members in all phases of the
process
14. Exchange relevant information with nongroup members
15. Make decisions by consensus
16. Conduct self-critiques-postmortem evaluation of the process
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 MANAGING MULTIPARTY
NEGOTIATIONS
• The prenegotiation stage
 Characterized by many informal contacts among the
parties
• The formal negotiation stage
 Structures a group discussion to achieve an effective
and endorsed result
• The agreement phase
 Parties select among the alternatives on the table

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 THE PRENEGOTIATION STAGE
• Establish participants
• Form coalitions
• Define group member roles
• Understand the costs and consequences of no
agreement
• Learn the issues and construct an agenda

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 THE PRENEGOTIATION STAGE
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

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 THE FORMAL NEGOTIATION STAGE
• Appoint an appropriate chair
• Use and restructure the agenda
• Ensure diversity of information and perspectives
 Key process steps:
 Collect thoughts and composure before speaking
 Try to Understand the other person’s position
 Think of ways both parties can win
 Consider the importance of the issue to you
 Remember parties will likely work together in the future. Do
not use tactics that will make you regret the conversation
tomorrow.

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 THE FORMAL NEGOTIATION STAGE
• Ensure consideration of all available information
 The Delphi technique
 An initial questionnaire, sent to all parties, asking for input
 Brainstorming
 Define a problem and generate as many solutions as possible
without criticizing any of them
 Nominal group technique
 Brainstormed list of solutions ranked, rated, or evaluated

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 THE FORMAL NEGOTIATION STAGE
• Manage conflict effectively
• Review and manage the decision rules
• Strive for a first agreement
• 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

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 THE AGREEMENT PHASE
• Select the best solution
• Develop an action plan
• Implement the action plan
• Evaluate outcomes and the process

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 THE AGREEMENT PHASE

Group chair or facilitator can use the following

in moving toward a successful completion:
 Move the group toward selecting one or more of the
options
 Shape and draft the tentative agreement
 Discuss whatever implementation and follow-up needs
to occur
 Thank the group for their participation, hard work and
efforts
 Organize and facilitate the postmortem

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 INTERTEAM NEGOTIATIONS
• 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

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