1. SBS Model— Substance and Relationships Matter
Negotiation &
Conflict Management
PowerPoint 9
John D. Blair, PhD
Georgie G. & William B. Snyder
Professor in Management

2. Unilateral Negotiation Strategies
C1: Trustingly Collaborate
P1: Firmly Compete
S1: Openly Subordinate
A1: Actively Avoid Negotiating

4. C1: Trustingly Collaborate Negotiation Strategy
Hallmark is openness on the part of both parties
Encourage cooperation to achieve both important relationship & substantive outcomes
Seeks “win-win” outcome both to achieve substantive goals and maintain positive relationship

5. P1: Firmly Compete Negotiation Strategy
Appropriate when manager has little trust for other party or relationship is not good to begin with
Want to exert power to gain substnative outcomes
May require highly aggressive tactics such as bluffing, threatening the other party, misrepresenting intentions, hiding own goals
Seeks win-lose substantive outcome & willing to accept neutral or even bad relationship

6. S1: Openly Subordinate Negotiation Strategy
More concerned with establishing positive relationship with other party than obtaining substantive outcomes
Subordination is a negotiation strategy and not “accommodation” (a conflict management style)
Is a yield-win strategy provides desired substantive outcomes to other party
Is a strategy not a simple reflection of power
Open subordination can be way for manager to dampen hostilities, increase support and foster more interdependent relationships

7. A1: Active Avoidance Negotiation Strategy
Managers should actively avoid negotiations where neither the substantive nor relationship outcomes are important to them or their organization.
Simply saying not interested or refusing to negotiation is most straightforward, but may cause relationship problems
Managers much determine which issues are a waste of time to negotiate
Avoidance is an explicit, strategic behavior not a default for a manager uncertain about what to do

8. Unilateral Negotiation Strategies Alone May Not be Enough
Unilateral strategies are most successful only in a limited set of situation
Before using unilateral strategies suggested above, manager should consider the negotiation from the point of view of the other party
Anticipating other party’s substatnive and relationship priorities, should also consider the kinds of actions other party will most likely take.
Anticipating the scenario for how the negotiation interaction is likely to go requires interactive strategies.

10. Interactive Strategies--Competitive, Collaborative & Subordinative
P2: Soft Competition
Avoid highly aggressive or “dirty” tactics
C2: Principled Collaboration
Not rely just on trust, but use set of mutually-agreed upon principles that will benefit each negotiator
S2: Focused Subordination
Acquiesce only to other party's key needs if need to also protect substantive outcomes, not just relationships

11. Interactive Strategies-Avoidance
A2: Passive Avoidance
If other party sees negotiation as very important, manger delegates negotiation to subordinate manager
A3: Responsive Avoidance
If other party sees substance but not relationship as important, manager should regulate the issue through standard operating policies or new policies concerning this other party’s issue

12. C1. P1. S1. A1. shows assumed strategy for other party
C1* P1* S1* A1* shows assumed strategy for other party. The pattern repeats for every four situations.
C1*
P1*
S1*
A1*

13. Scenarios from Best (BT) to Good (G) to Most Likely (ML) to Bad (BD) to Worst (W) Case13