MUTUAL GAINS NEGOTIATION
Over recent decades an alternative approach to traditional distributive bargaining has been developed. Labelled as ‘principled negotiation’ (Patton: 1985) or ‘interest-based bargaining’ (Fisher, Ury and Patton: 1991), this form of negotiation is well suited to collaboration with its focus upon integrative ‘Win/Win’ rather than Zero/Sum outcomes (Timothy Rauenbusch: 2000). Also referred to as integrative bargaining, […]
SEPARATE PEOPLE FROM THE PROBLEM
Mutual Gains Negotiation or integrative bargaining places importance on separating people or emotional issues from substantive problems. Often the people or relationship issues become entangled with the substantive issues or problem to be resolved. Conflict over substantive issues or the ‘real problem’ then tends to spill over into conflict between people. People then identify one […]
KEY ELEMENTS OF NEGOTIATION – RELATIONSHIPS
Too often, people believe that negotiation is all about doing the deal and nothing else – that a negotiation is successfully completed once we have made an agreement, and/or signed a contract to formalise that agreement – however, the deal is never done unless we establish and preserve the working relationships needed to perform the […]
Mary Parker Follett – Pioneer of Modern Management and Negotiation theory
Mary Parker Follett was referred to by Peter Drucker as the prophet of management – Follett viewed bureaucratic organisations with their hierarchical forms as basically being unfit for purpose and preferred the concepts of network organisational forms, collaboration, and integrative bargaining – essentially the idea of people working together to achieve more than they could […]