Explain Integrative For Unit II PowerPoint Presentation ✓ Solved

For the Unit II PowerPoint Presentation, explain integrative

For the Unit II PowerPoint Presentation, explain integrative negotiation. Include a description of the four key steps in the integrative process, with each stage described separately. Explain the seven factors that facilitate successful integrative negotiation, including a description and one real-life example for each factor. Use at least the course textbook as a reference and other reputable sources as needed. Follow APA format for citations and references.

Paper For Above Instructions

Introduction

Integrative negotiation (also called interest-based or mutual-gains negotiation) focuses on creating value and pursuing outcomes that satisfy the substantive interests of all parties rather than merely dividing fixed resources (Fisher, Ury, & Patton, 2011). This paper explains the four key steps in the integrative process and details seven facilitators of successful integrative negotiation. For each facilitator, a brief description and a real-life example are provided to illustrate application in practice.

Four Key Steps in the Integrative Process

1. Identify and Define the Problem and Interests

The first step is to clarify the substantive problem and uncover underlying interests (the reasons why parties want particular outcomes) rather than focusing on stated positions (Lewicki, Saunders, & Barry, 2015). This involves joint fact-finding and reframing issues from competing positions to shared problems to solve.

2. Generate Options for Mutual Gain

Once interests are known, negotiators brainstorm multiple options without immediate evaluation. Creativity and divergent thinking allow parties to expand the pie and identify tradeoffs across issues (Lax & Sebenius, 1986). This step increases the possibility of integrative solutions.

3. Evaluate Options Using Objective Criteria

Parties assess generated options against objective standards—market data, legal precedent, or expert opinion—to reduce bias and increase perceived fairness (Fisher et al., 2011). Objective criteria help legitimize agreements and make tradeoffs transparent.

4. Reach Agreement and Plan Implementation

The final step is to convert chosen options into a clear agreement with implementation details, monitoring, and contingency plans. Drafting concrete commitments and follow-up mechanisms increases durability and compliance (Thompson, 2015).

Seven Factors That Facilitate Successful Integrative Negotiation

1. Identification of Underlying Interests

Description: Emphasizing underlying interests (needs, concerns, values) rather than positions opens possibilities for mutually beneficial tradeoffs (Fisher et al., 2011).

Example: In a labor-management negotiation, instead of haggling over a single wage figure (position), both sides explore interests such as job security, flexible schedules, and training opportunities and design a package combining modest raises with enhanced training and scheduling flexibility that meets both parties’ core concerns.

2. Information Sharing and Transparency

Description: Willingness to share relevant information (constraints, priorities, and objective data) builds a basis for joint problem solving and reduces misperception (Lewicki et al., 2015).

Example: Two companies negotiating a joint venture exchange financial projections, production capacity details, and risk assessments. Shared data enables realistic allocation of roles and profits that reflect actual contributions.

3. Trust and Relationship Building

Description: Trust reduces fear of exploitation and encourages cooperative behavior. Relationship-building behaviors (reliability, fairness) foster long-term integrative outcomes (Carnevale & Pruitt, 1992).

Example: A city and a developer create an ongoing consultation committee to plan a redevelopment project. Early small cooperative exchanges (timely information, honoring commitments) build trust, enabling broader shared investments and creative zoning solutions.

4. Creativity and Option Generation

Description: Systematic brainstorming, reframing, and considering tradeoffs across multiple issues create value by expanding available options (Lax & Sebenius, 1986).

Example: During a supplier contract renewal, buyer and supplier generate alternatives—volume discounts, co-development of new products, shared inventory management—that together produce cost savings greater than simple price negotiations.

5. Use of Objective Criteria and Standards

Description: Applying independent standards (market rates, scientific data, legal norms) reduces bias and makes agreements more defensible and acceptable (Fisher et al., 2011).

Example: In divorce mediation, couples use industry-standard child support guidelines and expert appraisals for asset valuation to determine fair division, reducing emotional conflict and perceived unfairness.

6. Effective Communication and Active Listening

Description: Clear two-way communication, active listening, and reframing help parties understand interests, reduce misunderstanding, and identify compatible solutions (Thompson, 2015).

Example: A cross-cultural acquisition team uses interpreters and cultural briefings and practices reflective listening in meetings. Improved understanding of organizational values enables an integration plan that preserves key cultural strengths for both organizations.

7. Commitment Mechanisms and Implementation Planning

Description: Agreements that include monitoring, timelines, contingency clauses, and enforcement or revision mechanisms increase follow-through and reduce post-agreement disputes (Malhotra & Bazerman, 2007).

Example: A partnership contract includes phased milestones, third-party audits, and escalation procedures. When a performance issue arises, the contract’s pre-agreed remediation steps prevent breakdown and preserve the relationship.

Practical Considerations and Best Practices

Effective integrative negotiation typically requires preparation (mapping interests and BATNAs), interdependence awareness, and a facilitative process that separates people from problems (Fisher et al., 2011; Lewicki et al., 2015). Negotiators should invest time in joint problem definition, use structured brainstorming techniques, and agree on objective standards early. Cultural differences must be accounted for, using translators or cultural liaisons when necessary (Brett, 2001). Finally, formalizing agreements with clear implementation steps reduces ambiguity and long-term conflict (Malhotra & Bazerman, 2007).

Conclusion

Integrative negotiation is a disciplined approach that prioritizes interests, creativity, objective evaluation, and implementation planning to create mutually beneficial outcomes. The four-step integrative process—define interests, generate options, evaluate with criteria, and implement agreements—provides a clear roadmap (Fisher et al., 2011). The seven facilitating factors presented here—interest identification, information sharing, trust, creativity, objective criteria, effective communication, and commitment mechanisms—are practical levers negotiators can apply across contexts. When combined, these steps and factors increase the probability of durable, value-creating agreements in business, public sector, and interpersonal disputes.

References

• Bazerman, M. H., & Neale, M. A. (1992). Negotiating Rationally. Free Press.
• Brett, J. M. (2001). Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries. Jossey-Bass.
• Carnevale, P. J., & Pruitt, D. G. (1992). Negotiation and mediation. Annual Review of Psychology, 43, 531–582. https://doi.org/10.1146/annurev.ps.43.020192.002531
• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In (3rd ed.). Penguin Books.
• Lax, D. A., & Sebenius, J. K. (1986). The Manager as Negotiator. Free Press.
• Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation (7th ed.). McGraw-Hill Education.
• Malhotra, D., & Bazerman, M. H. (2007). Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond. Bantam Books.
• Thompson, L. (2015). The Mind and Heart of the Negotiator (6th ed.). Pearson.
• Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
• Program on Negotiation at Harvard Law School. (2020). Integrative bargaining and creating value. Harvard Law School. https://www.pon.harvard.edu