Professional Documents
Culture Documents
Federated Science Funds
Federated Science Funds
3-party negotiation
Party A
Party B
Party C
What Is a Coalition?
Interacting groups of individuals
Deliberately constructed and issue oriented
Exist independent of formal structure
Lack formal structure
Focus goal external to the coalition
Require collective action to achieve goals
Members are trying to achieve outcomes that
satisfy the interests of the coalition
Challenges of Coalitions
Coalition face three sets of challenge :
(1) The formation of the coalition
Allies
Parties who are in agreement with a negotiator’s goals
and vision, and whom the negotiator trusts
Opponents
People with whom a negotiator has conflicting goals
and objectives, but who can be trusted to be
principled and candid in their opposition
Bedfellows
Parties with whom a negotiator has high agreement
on the vision or objectives, but low to moderate levels
of trust
Prospective Coalition
Member Roles
Fence Sitters
Parties who will not take a stand one way or the other
Fear taking a position because it could lock them in, be
politically dangerous, or expose them to risk
Adversaries
Adversaries are low in agreement and cannot be trusted.
Action Strategies for Building
Relationships in Coalitions
With allies
Affirm agreement on collective vision or objective
Reaffirm quality of the relationship
Acknowledge doubt and vulnerability with respect to
achieving vision and collective goal
With opponents
Reaffirm relationship based in trust
State vision or position in a neutral manner
Engage in problem solving
Action Strategies for Building
Relationships in Coalitions
With bedfellows
Reaffirm the agreement; acknowledge caution exists
Be clear about expectations in terms of support
Reach agreement on how to work together
With fence sitters
State your position; find out where they stand
Apply gentle pressure
Focus on issue; have them tell you what it would take to
gain their support
Action Strategies for Building
Relationships in Coalitions
With adversaries
State your vision or goals
State your understanding of your adversary’s position in a
neutral way
Identify your own contributions to the poor relationship
End the meeting by restating your plan but without making
demands
Strategies for Maximizing
Coalitional Effectiveness
payoff)
Expectation toward furutre interaction
collective gain.
Most groups will form three-way coalitions due to the dominance
of 'group rationality’. Group rationality alone is not sufficient,
because there is no guarantee that larger collective gain will also
produce larger individual gain. If someone in a coallition get less
gain than his/her individual gain then the group will split up.
Who has the most power?
At first it appears that Stockman is the most powerful
negotiator.
However, the Turbo negotiator often acts as a "swing"
negotiator - and thus has more power than it might at first
appear.
The low power party is likely to use a need-based rule to
get more resources.
The high power party is likely to use resource contribution
rule to get more resource
Because of this dispute the influence of the middle power
party is critical. It is often that the final resource allocation
is determined by thisparty.
Did the distribution norms make a difference in the
final agreement?
There are several things negotiators can do to not fall prey to pervasive
biases in negotiation?
1. Negotiators should have a general awareness of some fundamental
human information processing biases.
2. Negotiators should prioritize the issues of the negotiation. Further,
negotiator should reveal their own interests (many of them are afraid
to do so, for illogical reason). Negotiators are correct to not reveal
their BATNA or reservation price, but they should reveal their
interest.
3. Negotiators should apply integrative bargaining strategies :
a) Logrolling this exercise
b) Bridging
c) Non-specific compensation
d) Expanding the pie
e) Cost-cutting
Did the expectation of future interaction affect
coalition formation or outcomes?
Furthermore….
1. If both parties’ aspirations (target points) are high,
integrating interests may be the only way to reach
agreements within a small bargaining space
2. Integrative agreements strengthen the relationship
between the two parties because they are mutually
rewarding.
3. Integrative agreements ordinarily contribute to the
welfare of the broader communities of which the
two parties are members
Did the negotiators caucus?
The groups that caucus early in the meeting tend to
set up an expectation that a two-way agreement will
be reached. The caucusing also facilitates such an
agreement.
This question also sets up a nice discussion of
strategic planning -- how to prevent caucusing or be
the first one to propose it.
Thank YOU