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Interests and Goals in Negotiation Chapter 8
Types of Goals • Four types of goals in order to come to grip with the negotiation challenge • G—Stands for substantive gain you desire • R---Stands for relationship interests and goals you desire or that may be intertwined in the substantive issue • I----Stands for you in the negotiation. Your self-esteem and face saving needs and goals • P---Stands for process. Your goal regarding the nature and type of process to be used
Gain Aspiration • Aspirations are the specific goals in a negotiation that a negotiator wishes. to achieve as part of an agreement. Aspirations can be monetary, as in, "He. doesn't want to pay more than $50,000 to settle this case • Examples of Aspirations: Complete a project by a specific date, to sell a particular asset with a certain net cash flow • You should also try to find out the G goals for the other party as well • Often hypothesizing potential goals on both sides leads to common grounds acceptable to both parties
RELATIONSHIP GOALS • Relationship goals or relational goals are the ones that go to the type of relationship sought or sought to be maintained • These goals describe the nature and value you desire for the particular relationship involved in conflict. For e.g. • You may desire to build a new friendship business relationship or to continue existing one undamaged • You may desire not to hurt the other’s feelings, because you value the other person • You may desire the other person to feel your fondness for him or her
I Goals • When considering I goals, you are finding yourself in the conflict to Ask “Who am I and where am I in this conflict” • Your self-image, your self-esteem, your ego needs, and your fears will be present to some extent in every conflict • For e.g. You have prepared an extensive analysis and recommendation that you want adopted by your peers or your boss. While there may certainly be the goal of gaining some incentive but there is also an I goal of being viewed as smart or effective
I Goals • Other examples of I goals include wanting to be viewed as peacemaker or problem solver, or wanting to be viewed as fair, or not wanting to be treated unfairly or wanting to be respected or to be treated with respect • I goals tend to make us inflexible and either avoidant or uncompetitive. The resulting competitive behavior is often to attack the other person’s self-esteem • Such behavior is reactive and will cause a spiral of increasingly negative conflict • In identifying I goals, the challenge is to control your own ego and use I goals of others toward constructive ends
Process Goals • Process goals describe how you want the interaction to proceed • Process includes the approach discussed in an earlier chapter (constructive/ destructive), the style discussed in earlier chapter (integrative/ distributive), the manner of communication, procedures, and the voice or participation expected and permitted by all parties • The process is important to the interaction in many ways • A process perceived as unfair by one party can cause dissatisfaction with an otherwise acceptable outcome
Process Goals • Procedural justice studies consistently demonstrate that people are more dissatisfied with an otherwise acceptable outcome • The more parties involved the greater will be the complexity and number of process choices. • If one party leaves the negotiation table feeling he or she was not permitted to fairly present his or her position or feeling pushed into an agreement, the agreement may not hold • If you hold the ultimate authority along with the responsibility for outcome, you have adequate information, and time is short, you might choose directive process
Process Goals • In a context where face-saving is of paramount importance, you should place high importance on ensuring a cooperative process viewed as fair by all parties. A good rule of thumb is to design and use collaborative processes except and only when clear reason exists not to do so
Evaluating and Ranking Goals • Once you have identified what you believe to be all interests and goals in conflict, you must begin to rank and evaluate them. • It is necessary to assess the relative value and importance of the goals • For example if you are bartering with someone whom you never expect to see again relationship goal will be non existent • It will help you determine what you truly want and help you to find common ground and tradeoffs • It will help you think creatively towards resolution
Changing Goals • Goals may change during and after negotiation • Goals also change and new goals arise in response to new information during the interaction • Our original goals may prove to be unattainable. Our perception of the other party goals may have been incorrect • Other assumptions and information used in setting your goals may have been incorrect
Changing Goals • Prospective Goals are the ones we hold going into the negotiation. They represent specific intentions that we want to accomplish and that can be communicated • If on the other hand, unanticipated goals arose that accomplished as much or more than you originally sought, one of three things is likely true: 1.) you adapted very well and did very well; 2.) you set your goals too low; or 3.) your view has changed
Changing Goals • Retrospective: A retrospective is an opportunity to learn and improve. It is time set aside – outside of day-to-day routine – to reflect on past events and behaviors. In its simplest form you answer 3 questions: • What worked well? • What didn’t work well? • What are we going to try to do differently? • In none-agile environments retrospectives are sometimes done after a project is finished as a “post mortem” to derive “lessons learned”. Those tend to be long meetings.
Changing Goals • Retrospective Goals: are the most complex. People have a need to make sense of their behavior and decisions. Sometimes we adjust our perspective retroactively to make ourselves feel better. • The phenomenon of developing retrospective goals may help in future interactions. For e.g. suppose you determine retrospectively that process was much more important than you thought it was prospectively. • In your next negotiation with that person or in a similar context ,you can increase the relative value of your P goals
Goals and your Negotiation Strategy • Identifying and ranking your goals and the goals of your counterparts-what we designate here as coming to GRIP-are necessary in order to develop your overall plan or negotiation strategy • You need to come to GRIP before making your decision to avoid, manage or resolve the conflict. • Furthermore you need your GRIP to know what you want • Coming to GRIP is a prerequisite to finding common ground necessary for a successful outcome in negotiation • One should search for common grounds which is the basis for collaborating and persuading
Developing your GRIP • Thinking of what you want and what your counterpart wants in terms of types of goals will help you succeed in negotiation • Identifying your counterpart goals requires empathy and will likely require more thought than that necessary in identifying your own goals
