1. Negotiating Strategies and Tactics
Chapter 4
Negotiating Strategies and Tactics

2. Learning Objectives By the end of this chapter, you should --
be able to define such terms as strategy and tactic.
be familiar with the five styles of negotiation and understand the differences.
be able to differentiate between the core strategies and tactics in negotiation
enhance your own skill level through practice and reflection

3. Know what type of conflict you are involved in
It is important to know what kind of conflict you are in because the different kinds require different types of strategies and tactics.
(Deutsch,1999).

4. 3 major types of conflicts
A. the zero-sum conflict (a pure win-lose conflict)
B. The pure cooperative ( both can win and both can lose)
C. the mixed-motive (both can win, both can lose, one can win and the other can lose)

5. What style will I adopt? p24
Five distinct categories(The most popular way to divide the typical negotiation styles or approaches):
Collaborating
Compromising
Accommodating
Controlling
Avoiding
(Thomas and Kilmann,1974)

6. Types of Negotiating Style
Competitive（Controlling) Style
Accommodative Style
Avoiding Style
Compromising Style
Collaborative Style
To try to gain all there is to gain
To be willing to yield all there is to yield
To try to stay out of negotiation
To try to split the difference or find an intermediate point according to some principle
To try to find the maximum possible gain for both parties – by careful exploration of the interests of all parties – and often by enlarging the pie

7. Competing (Controlling)
Collaborating
Compromising
Avoiding
Accommodating
Approach
Press own goals
Get both concern out
Work on a few item
postpone, delay
Ask for other’s views
issues
Merits of own position
Identify issues
Stay in stated bounds
Ask/say little, withdraw
Accept other’s goals
Information
Exaggerate
Share information
Give some to get some
Don’t appear
Be tentative, modest
difference
Override other’s view
Work out difference
Split difference
Change the topic
concede
Strategy
Use subterfuge
Seek options for joint satisfaction
Stay calm
Claim limited authority
Avoid hurting feeling
Relation
Exploit vulnerability
Trust other
Moderately trust
Straddle
Seek harmony

8. Choosing Negotiation Styles
Suitability
Flexibility
Diversity

9. Negotiating Styles VS Degrees of AC
Compromising
High
assertiveness
Competing
(Controlling)
Collaborating
Med
Avoiding
Accommodating
Low
Low
Med
High
Cooperativeness

10. A variant of the dual concerns model
Based on Lewicki et al (2003) p.35.
high
Competition
Collaboration
Importance
of outcome
Compromise
Accommodation
Avoidance
low
Importance of relationship
low
high

11. Quiz: Assessing your negotiating style
Read through the questionnaire, choose the extent to which you feel that statement is descriptive of you by using the scales given and then fill in the Negotiating style scoring table.
Draw your personal negotiating style profile, transfer the total score for each style to the appropriate column in the figure available.

12. Negotiation Strategy 
Strategy may be defined as the overall plan used to gain advantage over the opponent or achieve some end.
It is a pre-determined approach or prepared plan of action to achieve a specific goal or objective to potentially find and make an agreement or contract in a negotiation with another party or parties.
The purpose — to spell out what has to be done to produce a final agreement that is closer to one’s own opening position

13. Two basic strategies Offensive strategy: to take the initiative
Defensive strategy: to observe and wait until opportunities come and necessary measures should be taken.

14. Guidelines for strategy selection
What is the purpose of opening negotiations with this particular group?
What is our main goal in the target market? Is it trade or investment?
What level of agenda control can I or we expect?
What level of experience does our team (opponent)have in this type of negotiation?

15. Guidelines for strategy selection
What are the issues to be negotiated?
What issues are considered to be needs or wants for our position?
List the range of settlement for each want for optimal to minimal.
Re-evaluate the need and want list.

16. Negotiation Tactics 
Negotiation tactics are the detailed methods employed by negotiators to gain an advantage over other parties.
Tactics are often deceptive and manipulative and are used to fulfill one party’s goals and objectives - often to the detriment of the other negotiation parties. This makes most tactics in use today ‘win-lose’ by nature.

17. Negotiation Tactics 
We would like to urge negotiators to only use ethical tactics. We are against using most tactics in principle, and recommend instead that you seek a more collaborative, open and trust building approach wherever possible. It is however worth learning how to identify and defend against tactics.

18. Matching Tactics to Strategy
Tactics must be devised to attain the goals.
Many strategy categories can also be used as tactics.
Tactical analysis of counterparts is of great importance.
The choice of tactics is limited by the ability, experience, acumen and motivation of each negotiator.

19. Negotiating tactics Offensive & Defensive Personal & Team
Legal & Illegal
Verbal & Non-verbal
Principled & Unprincipled

20. Offensive Tactics e.g. Tit for tat
Feign a blow to the east and attack in the west
Uncover the counterpart’s interest and the right answer

21. Defensive tactics e.g Minimal response and feigned misunderstanding
Silence is golden.
Side-stepping.
The yes-but technique.

22. Major Personal Tactics
Aggressive
Compliant
Passive
Impassive
Intimidation
Technical
Financial
Legalistic
Secretive
Deceptive
Exploitive
Stubborn
Ambivalent
Pragmatic
Brinkmanship
Arrogant
Self-righteous
Overwhelming
Fleeting
Stern
Social
Theft
Indulgent

23. Major Team Tactics CONSENSUS COWBOYS PLATOON DIVIDE AND CONQUER
JEKYLL AND HYDE
HIERARCHICAL
HORIZONTAL
DEPARTMENTAL

24. Consensus It allows team to disperse authority and responsibility.
Difficult to penetrate.
Counterparts may be worn down by the slowness.
A very time-consuming style.
Decision-making process is slow.

25. Cowboys A highly individualistic approach to business.
Individuals who are not merely specialists but staff who also exhibit generalist management talents.
Extremely flexible and adaptive to up-and-coming negotiators.
Tips:strong leadership, excellent communication skills, loyalty, well-brifed team,etc.

26. Platoon Similar to Cowboy teams but with small subteams.
Independent team leaders are answerable to a single CN.
Useful when you have large teams.

27. Divide and Conquer
Isolation of one or more members of the other team for the purpose of soliciting information.
A technique older than Caesar.
Cowboys : particularly susceptible.

28. Jekyll and Hyde Also known as “Good cop,bad cop.”
Some take a very hard-line approach while another act on behalf of the opposition.
Inexperienced teams are susceptible.
Effective when third parties are included.

29. Hierarchical
Pass all decisions through the chain-of-command for approval. (e.g. when a strong CN has a weak team)
Focus the power and all the possibility on one person.

30. Horizontal
Similar to Consensus teams,but without the benefit of the CN’s oversight.
Used primarily by very large internaional corporations who plan to farm out parts of a contract to various subsidiaries.
It demands strong leadership.
Key— to make counterparts believe that they are dealing with separate entities.

31. Departmental
A more self-conscious version of the Hierarchical method but with the dispersal result of Horizontal negotiating.
Specialty-based “departments” only negotiate within narrow ranges.
CN has the option of overseeing the negotiations from a remote location.

32. LEGAL TACTICS CULTURAL AGGRESSION GENDER PASSIVITY RACIAL IMPASSIVITY
TECHNICAL
FINANCIAL
STATUTORY
STUBORNNESS
PRAGMATISM
AGGRESSION
PASSIVITY
IMPASSIVITY
INTIMIDATION
FORTHRIGHTNESS
DELAY
DISTRACTION
LINGUISTIC
LOCATION

33. ILLEGAL TACTICS SURVEILLANCE EXTORTION DETAINMENT FRAUD STEALING
PHYSICAL FORCE
BRIBERY

35. Fisher, Ury and Patton’s ‘Getting to Yes’
Separate the people from the problem
Focus on interests, not positions
Generate a variety of options
Problem solving approach
Use objective criteria
When preparing, consider
Interests
Options
Alternatives
Legitimacy
Communication
Relationship
Commitment
(Fisher and Ertel, 1995

36. Principled Tactics Negotiators are problem-solvers.
The goal is a wise outcome reached efficiently and amicably.
Separate the people from the problem.
Be soft on the people, hard on the problem.
Proceed independent of trust.
Focus on interests, not positions.
Explore interests.
Avoiding having a bottom line.

37. Principled Tactics (Cont.)
Invent options for mutual gain.
Develop multiple options to choose from; decide later.
Insist on objective criteria.
Try to reach a result based on standards independent of will.
Reason and be open to reasons; yield to principle, not pressure.

38. Unprincipled Tactics Deliberate Deception Phony Facts
Stessful Situation
Personal Attacks
Extreme Demands
Calculated Delay
Take It or Leave It
Please refer to Negotiating Globally (P242)

39. Team Role Play
Read the background information carefully and allocate the roles.
Prepare carefully for the negotiation.
Discuss and make a note of what you’ve learnt.

40. Post-Class Tasks
Read the article ‘ Getting to Yes’(on Blackboard) concerning Harvard negotiation .
Supplementary Reading: “Negotiating Globally”(P208~P244)

41. Homework: A Group Presentation
Attention: It is worth 10% of the total marks for the unit presented in class.
Tasks:
1 Consult with your lecturer beforehand to ensure that your topic and approach is appropriate. Focus on a specific aspect of negotiation and be imaginative.
2 Planning the presentation
3 Prepare the handouts for your fellow students
4 Group Presentation
5 Conduct a short discussion with the class to explore the chosen topic further

42. Assessment Criteria Criteria one: Criteria two:
to what extent did the presentation focus on an aspect of negotiation in a way in which the audience could learn something useful?
Criteria two:
to what extent does the handout provide useful insights to the practical application of theory and research?

43. Checklist Do you consider the audience? Do you have clear objectives?
Is your presentation well-prepared?
Is there a clear structure?
Have you considered timing?
Do you speak clearly/at the right speed?
Do you use your body to emphasize meaning?
Do you appear confident and positive?
Are the visual aids clear?
Do you use the equipment professionally?