little bit on this. So in integrative

negotiation both sides try to find out what the other side we need this is

negotiation, both sides try to find out

really the key . they want to understand each other now again it sounds great in

what the other side needs. This is

theory very difficult to execute why because if both sides are not both

really the key point. They want to

working towards win-win then one side is going to win that's the side who's

understand each other. Now, again, it

secretly trying to win lose because I'm going to be honest with you I'm going to

sounds great in theory, very difficult to

tell you a lot of information want to tell you all of those things that

execute. Why? Because if both sides are

usually I'd be trying to keep secret

not both working towards win-win, then

I want you to understand me i want you to understand me i won't understand you

one side is going to win. That's the side

you want me to understand when it's mutual

who's secretly trying to win-lose.

we have a much better chance to have a maximal outcome rather than fighting

Because I'm going to be honest with you.

over every point rather than taking a strong stand you know and giving a

I'm going to tell you a lot of

dollar discount giving 50 cent discount giving 10 rather than doing this kind of

information. I'm going to tell you all of

idea it's possible that we find out what both sides one is different and we can

those things that usually I'd be trying

give different things to both sides integrative negotiation generally moves

to keep secret. I want you to understand

through four stages stage one stage to stage three stage for let's take a look

me. I want you to understand me. I want to

at these stages a little bit

understand you. You want me to understand.

Stage one is to find the common problem so we need to understand what is it

When it's mutual, we have a much better

that's different between us

chance to have a maximal outcome, rather

Stage two is understand more

than fighting over every point, rather

let me understand what do you want why do you want it right you don't you don't

than taking a strong stand, rather than

want to hop why don't you want the hot all you're on a diet

giving a dollar discount, giving 50 cent

what kind of diet all you're not allowed to eat bread how about half the bread on

discount, giving 10, rather than doing

no bread ok now i understand understand the needs stage 3 brainstorming to think

this kind of idea. It's possible that we

up solutions think of solutions come up with ways to make both sides happy and

find out what both sides want is

then Stage four pick the solution that is best for both sides that's not

different. And we can give different

compromise that doesn't mean half-and-half it means pick the solution

things to both sides. Integrative

from your list of solutions possibilities to help both sides get

negotiation generally moves through four

what they want

stages. Stage 1, stage 2, stage three, stage

key to this is you need to really work towards this idea of mutual benefit and

4. Let's take a look at these stages a

also you need to avoid being personal

little bit. Stage one is to find the

I think in the example we just saw was a was interesting when we look at a job

common problem. So we need to understand

interview we didn't get personal

what is it that's different between us.

we didn't say you know I don't like your attitude or you're being too forceful

Stage two is understand more. Let me

you're asking for too much

understand what do you want, why do you

we often do that in distributed bargains we're trying to make the other side look

want it? right? You don't...want

bad we're trying to make the other side say you don't compromise you don't give

the hot dog. why don't you want the hot

in enough you're not working together we say that because we want to push the

dog? You're on a diet. What kind of diet?

other side to give it more in this case we try not to say those things we don't

Oh, you're not allowed to eat bread. How

accuse the other side of something we don't say you're not giving him we don't

about half the bread? Oh, no bread, OK. Now

say that they're trying to push on something too hard

I understand--understand the needs. Stage

rather we just stay open and we say explain more

3-- brainstorming to think up solutions.

why do you want that what's up with that what's the beyond that can I understand

Think up solutions, come up with ways to

you more than we understand and by understanding more I can maybe find

make both sides happy. And then Stage

something they're like hey you eat hotdogs always a breath or hey take the

Four--

lower salary now but then you're going to get lower tuition costs

Take the solution that is best for both

just after you come to work for us that's pretty cool

sides. That's not compromise. That doesn't

the number of tactics are helpful in moving through these four stages are

mean half and half. It means pick the

going to look at tactics a little bit more in the next unit of this but just

solution from your list of solutions,

to mention a few things here to help us keep going in the first stage both sides

possibilities to help both sides get

share information by stating what the problem is a buyer may complain about

what they want. Key to this is you need

the product they received word effective as quality problem the seller may

to really work towards this idea of

complain about the product while he was acceptable so here we seem to have a

mutual benefit, and also you need to

problem that's you know instrumental one side thinks the quality bad the other

avoid being personal. I think in the

side thinks the qualities ok how can we overcome that

example we just saw, was...

well the way to do that is don't argue over who is wrong and who is right in

interesting when we look at the job

other words don't focus on that disagreement area we disagree about this

interview. We didn't get personal. We

quality ok well i think the quality is good

didn't say, "You know, I don't like your

using the quality is bad what can we do let's not talk about that so much is

attitude or you're being too forceful.

trying to talk about some other things

You're asking for too much." We often do

what are some of the other things we can talk about well we can do things like

that in distributive bargaining, so we're

try to define the problem more clearly that is explained to me what is it about

trying to make the other side look bad.

the quality I was the problem when you sold it to your customers what happened

We're trying to make the other side

what is it the customers found what if they felt what did they report to you

saying, "You don't compromise. Yyou don't

what was to come over the complaints they had explained to me more show the

give in enough. You're not working

facts

together." We say that because we want to

ok let me just list the facts product they had this problem product B had this

push the other side to give in more. In

problem let me just show you the facts in this way it's not personal

this case, we try not to say those

don't come to a solution too fast don't instantly say you must give me something

things. We don't accuse the other side of

you must replace this defective product you must return my money rather the

something. We don't say you're not giving

beginning we try to be emphasized a solution too early and we try to explain

in. We don't say that they're trying to

the situation more let me help you understand what happened and let me

push on something too hard. Rather we

listen to you to explain why you did what you did and I

just stay open, and we say, "Explain more.

can explain what I did why I did what I did

Why do you want that? What's up with that?

ok after we get a little bit of understanding understanding situation

What's the deal on that? Can I understand

understand the context now we go to page to find interests and needs what is it

you more? Let me understand." And by

you need so in this one we need to explain what do I want right now the

understanding more, I can maybe find

beginning we were talking about things like our targets are gold package

something there, like: hey you eat the

remember and that's useful but here we're trying to stay more open so we're

hot dog I'll eat the bread, or hey take

going to say what is that I really want

the lower salary now, but then you're

so in my case of a defective product I don't really care about the defective

going to get lower tuition costs after

product when I care about my customers i bought your product my customer said it

you come to work for us. That's pretty

had a problem what is that I want I want my customers to be satisfied to not

cool.

complain so you need to begin to ask yourself what do you want that explain

"A number of tactics are helpful in

that to the other side need to try to understand what are the other side want

moving through these four stages." We're

to ask yourself questions like what do I want

going to look at tactics a little bit

how important is this to me how important is this relationship to me

more in the next unit of this. But just

something we've talked about previously

to mention a few things here to help us

so both sides try to understand each other and I understand each other they

keep going. In the first stage, both sides

may get a better idea of what the problem is and then we do a little bit

share their information by stating what

of brainstorming we try to come up with solutions the key point here is to not

the problem is. A buyer may complain

criticize solutions not to shoot down solutions but to generate as many

about the product they receive were

solutions as possible

defective as in quality problems. The seller

thinking outside of the box expanding the pie coming up with different ideas

may complain about the product quality

think of as many as possible

was acceptable. So here we seem to have a

be creative and think up anything

problem that's you know insurmountable.

don't criticize ideas of being bad she's come up with a list generated night

One side thinks the quality is bad. The

generate as many ideas as possible for what could possibly be a solution then

other side thinks the quality is okay.

in the end you're going to stage for going to choose one of those

How can we overcome that? Well, the way to

solutions and then you choose the solution that's maximal for both sides

do that is don't argue over who is wrong,

ok so i think why did I cover integrative bargaining second and

and who is right. In other words, don't

distributed bargaining first and the reason is because i think it's very easy

focus on that disagreement area. We

for us to believe orfeo hey integrative bargaining is wonderful

disagree about this quality. OKay, well I

everyone gets together everyone is happy it's win-win we should always work to

think the quality is good. You think the

win win but I want you to keep in mind

quality is bad. What can we do? Let's not

that's easy to say it's hard to do the key part of having a successful

talk about that so much. Let's try to

integrative negotiation is that both sides are being integrative orientation

talk about some other things. What are

or holding integrate orientation that both want to win win

some of the other things we can talk

you don't know that that's always true for the other side they'll tell you I'm

about? Well, we can do things like try to

being honest

define the problem more clearly, that is

are they being honest are they telling you the truth is that really what

explain to me what is it about the

they're thinking it's not easy to know maybe impossible to know maybe you need

quality that was the problem when you

to have a track record of history so we could say well if maybe this one time I

sold it to your customers. What happened?

believe you

What is it the customers found? What is

and then if it's successful then later next time

it they felt? What do they report to you?

two months later six months later a year later we negotiate I know I can trust

What .....what were the

you you know you can trust me so that sometime I have to make that sacrifice

complaints they had? Explain to me more.

at the same time you may believe you make that sacrifice but then in this

Show the facts. Okay, let me just list the

specific deal that is not true and you end up losing so you need to ask

facts. Product A had this problem,

yourself at the beginning as we said how important was that relationship

Product B had this problem. Let me just

how important was getting that deal you may lose a deal we may get a bad deal

show you the facts. In this way, it's not

because you thought you were working towards win but you weren't that you may

personal. Don't come to a solution too

consider that if your job depends on it and you need to maximize the deal are

fast. Don't instantly say you must give

you ready to take that chance that trusting the other side is going to

me something. You must replace this

really get you what both sides one

defective product. You must return my

I'm not sure that's something you need to judge

money. Rather at the beginning, we try to

there's no easy answer but i do want to emphasize be careful don't assume

de-emphasize a solution too early, and we

everything's win-win don't you go up to another group during our RPG and say hey

try to explain the situation more. Let me

I'm win-win your win let's be win-win let's be integrated

help you understand what happened, and

yeah okay it's possible but it's not likely

let me listen to you to explain why you

so be careful think about it may be established and relationships and know

did what you did. And I can explain why

who you can trust and who you can trust

I did ...

alright well that's a happy ending right we have integrated negotiations good

what I did. Okay. After we get a little bit of

luck with your integration win-win expand the pi think out the box is a

understanding, understanding the situation

bunch of phrases like this

understanding the context, now we go to

good luck with your negotiations to you next time

stage two. Find interest and needs. What is

yeah

it you need? So in this one, we need to

explain what do I want, right? Now at the

beginning, we were talking about things

like our targets, our goal package.

Remember? and that's useful, but here

we're trying to stay more open. So we're

going to say, "What is it I really want?" So

in my case of a defective product, I

don't really care about the defective

product. What I care about is my

customers. I bought your product. My

customer said it had a problem. What is

it I want? I want my customers to be

satisfied, to not complain. So you need to

begin to ask yourself what do you want?

and then explain that to the other side.

You need to try to understand what does

the other side want. So you ask yourself

questions like "What do I want? how

important is this to me? how important is

this relationship to me?" Something we've

talked about previously, so both sides

try to understand each other, and by

understanding each other, they may get a

better idea of what the problem is. And

then we do a little bit of brainstorming.

We try to come up with solutions. The key

point here is to not criticize solutions,

not to shoot down solutions, but to

generate as many solutions as possible,

thinking outside of the box, expanding

the pie, coming up with different ideas.

Think of as many as possible, be creative

and think of anything. Don't criticize

ideas as being bad. Just come up with a

list. Generate ... as many

ideas as possible for what could

possibly be a solution. Then in the end,

you're going to stage four. You're going

to choose one of those solutions.

And then you choose the solution that's

maximal for both sides. Okay, so I think

why did I cover integrative bargaining

second and distributive bargaining first?

And the reason is because I think it's

very easy for us to believe or feel, "Hey

integrative bargaining is wonderful.

Everyone gets together. Everyone is happy.

It's win-win. We should always work to

win win." But I want you to keep in mind

that's easy to say. It's hard to do. The

key part of having a successful

integrative negotiation is that both

sides are being integrative orientation,

or holding integrative orientation. They

both want to win-win. You don't know that

that's always true for the other side.

They'll tell you, "I'm being honest." Are

they being honest? Are they telling you

the truth? Is that really what they're

thinking? It's not easy to know, maybe

impossible to know, maybe you need to

have a track record or history so we

could say: "Well, if maybe this one time, I

believe you and then if it's successful,

then later next time, two months later,

six months later, a year later, we

negotiate, I know I can trust you. You

know you can trust me." So at some time I

have to make that sacrifice. At the same

time, you may believe you make that

sacrifice, but then in this specific deal

that is not true, and you end up losing.

So you need to ask yourself at the

beginning, as we said, "How important was

that relationship? How important was

getting that deal?" We may lose a deal. We

may get a bad deal because you thought

you were working towards win-win, but you

weren't. Then you may consider that if

your job depends on it, and you need to

maximize this deal, are you ready to take

that chance that trusting the other side

is going to really get you what both

sides want?

I'm not sure. That's something you need

to judge. So there's no easy answer, but I

do want to emphasize: Be careful. Don't

assume everything's win-win. Don't just

go up to another group during our RPG

and say, "Hey I'm win-win. You're win-win

Let's be win-win. Let's be integrated."

Yeah, okay. It's possible, but it's not

likely. So be careful. Think about it,

maybe establish some relationships, and

know who you can trust, and who you can't

trust. All right, Well, that's a happy

ending, right? We have integrated

negotiation. Good luck with your

integration! Win-win. Expand the pie. Think

out the box, there's a bunch of phrases

like this. Good luck with your

negotiations! See you next time!