hi everyone in this screencast i want to talk to you about negotiation processes so the purpose of this screencast is to walk through the common elements of negotiations the things that different negotiation processes share talk about the different phases and stages of a negotiation so that you can better understand the negotiations that you're going to take part in before i get into the different phases i want to point out that the theories uh and the processes and phases that we're talking about um really are more on the descriptive side rather than the prescriptive side and so what do i mean what i mean by that is that uh descriptive ideas descriptions of negotiation processes focus on what is what we observe when we see and look at a bunch of different negotiation processes versus prescriptive ideas are those that we think ought to be or the the model or checklist or recipe that we think we might use or should use in some cases for doing negotiations i want to point out that we're going to follow more on in terms of this material fall more on the descriptive side a lot of these a lot of the research and negotiation focuses on describing what happens and coming to some generalized conclusions about what's included in negotiation processes rather than making recommendations about the best way for negotiation to happen so i want to point out again that the stages and the phases the components that we're going to talk about are really describing a bunch of different negotiations kind of a composite if you will of of different different negotiations as they have been observed uh in the wild as it were so some common elements that that uh you know different negotiation processes share include you know there's an initiation phase uh there's a problem solving phase and then there's this resolution uh phase so you can think of negotiations as kind of including elements of these uh of these three different stages and uh lewichian in their text include this figure here figure 4.3 and so you can see uh in phase you know they have seven phases of a negotiation that start with uh this uh this initiation component where you have preparation relationship building information gathering when you move into phases four and five you shift into information using and bidding uh and then as you move into the resolution phase you get into phases you get into um you know closing the deal and then actually implementing that agreement right and so with initiation as i mentioned the part of the initiation phase includes preparation it includes this phase where we gather information about our counterparts and about the problem in order to best understand our position and the underlying interests and we'll talk more about preparation uh in a week or two when we start moving through some of these simulations the next part of the initiation phase or phases is relationship building uh and so when we enter into negotiation um we may have a pre previous relationship with uh with the people that were taking part in this negotiation with or we may not um but part of what uh what we have to do is is come to understand the people that we're negotiating with a little bit uh and and good negotiators will spend a lot of time building that relationship and coming to understand their counterpart and part of the method for doing that relationship building and that preparation involves information gathering and so when it comes to preparation when it comes to being an effective negotiator one of the skills one of the practices that i really want to emphasize uh for you to to become really adept at is is doing good background work doing your homework and so it's really key for you to gather information to understand not just the problem uh but to understand the underlying interests and motivations of the people that you're negotiating against or with depending on the setting so that you understand their interests their motivations really to understand their needs uh this is you know indicative of the shift from this a more competitive negotiation where you're really only focused on the objective information toward more of that problem-solving frame as you start to think about not just what folks want but why they might want those things in the problem-solving phase we start using that information but we don't use it on our own we use it in conversation we use it in back and forth with our uh with the folks that we're negotiating with and so that problem-solving phase of the negotiation you start to see people referring to the information that's uh at hand you might in your negotiations you might experience folks divulging information that might be on their confidential instructions about their positions about how far they can move on a given topic or issue in the problem-solving phase you also enter into this bidding phase or the what's known as the claiming value phase it's at this phase and this is really where you start to move from the problem solving and start moving in towards closure uh it's where you start to see people begin that what appears to look like haggling it's people are making offers and calendar offers suggesting alternative solutions suggesting alternative fixes to to problems that might exist and folks are accepting or not accepting those those bids or or make or those claims and lastly most good negotiations now some of them aren't ever resolved some of them uh end with folks walking away from the table so the resolution phase may not actually happen but the resolution is that there is no resolution that we reach an impasse and we're done i hope that's not always the case i hope that's not the case very often but if you do move into the resolution the two phases here are closing the deal nailing down those agreements nailing down uh the the bids and saying this is what we'll agree to this is what we can act on uh you know getting folks to sign off on uh on a set of uh set of agreements or set of objectives uh and then lastly part of the resolution has to be um you know working toward those commitments to action so it's not enough to get folks to sign on the dotted line and say this is what they will agree to part of the resolution has to be that they'll commit to acting on uh acting on what it is that they've agreed to act on uh so this is very important you you may not see this enough in sort of more generic planning processes or policy making processes where you'll get people that'll make a deal but but they might not ever commit to acting on it and so you you get these mandates that end up not going anywhere you get these agreements that not that don't lead to any action uh because the the parties might not actually get to the point where they actually are willing to commit to acting on them and then lastly there's that implementation it's not just enough to commit to acting on it you actually have to then go and do it and so the implementation not only involves you know the act of implementing the agreement but also there's the accountability too of ensuring that folks are doing what they say they will do and that you have uh you know processes in place to ensure that implementation is happening as it was agreed to as part of the negotiation so just real quick to wrap up we talked about we described the different phases the common elements of different negotiating processes those three common elements that include you know initiation problem solving and resolution and then we talked about the various sub components and so i hope you refer back to these it gives you a chance to reflect on maybe what happened uh in your negotiation last week in the baker v uh excuse me appleton v baker simulation and give you a sense of maybe some of the structures and some of the dynamics that are involved in different negotiations