Chapter 2 Preparation What to Do Before Negotiation has prepared for negotiation knows when to walk away and how much is reasonable to concede. The negotiator who has adequately researched the counterparty's BATNA and interests is less likely to be manipulated or confused by the other party. We outlined several issues the negotiator should consider prior to commencing negotiations. A summary preparation form is presented in Exhibit 2-4. We suggest the negotiator use it when preparing for negotiations. The next two chapters focus on pie-slicing and pie-expanding strategies in negotiations Casc stu dl EXHIBIT 2-4 Preparation Worksheet for Negotiations Assessment of the Self-Assessment Situation Assessment What do I want? (Set a Who are the other target point What is my alternative Are the parties to reaching agreement monolithic? in this situation? Determine your reservation point Is the negotiation one shot, long term or repetitive? resources, ideologies, or both? opportunity? dispute situation? parties? Do the negotiations involve scarce Counterparties interests and position . Is the negotiation one of necessity or . is the negotiation a transaction or Be aware of focal points BATNA? Be aware of sunk costs Do not confuse the Are linkage effects present? target point with your reservation point . Is agreement required? . is it legal to negotiate? . Is ratification required Identify the issues in the Are time constraints or other time- Identify the alternatives for each issue related costs involved? Are contracts official or unofficial? Where do the negotiations take place? Identify equivalent multi-issue proposals . Are negotiations public or private? Is third-party intervention a possibility? Assess your risk What conventions guide the process of effects Am I going to regret Do negotiations involve more than one this? Violations of the sure thing principle .Do negotiators communicate explicitly Is there a power differential between Is precedent important? offer? or tacitly? parties? Do I have appropriate level of confidence? Chapter 2 Preparation What to Do Before Negotiation has prepared for negotiation knows when to walk away and how much is reasonable to concede. The negotiator who has adequately researched the counterparty's BATNA and interests is less likely to be manipulated or confused by the other party. We outlined several issues the negotiator should consider prior to commencing negotiations. A summary preparation form is presented in Exhibit 2-4. We suggest the negotiator use it when preparing for negotiations. The next two chapters focus on pie-slicing and pie-expanding strategies in negotiations Casc stu dl EXHIBIT 2-4 Preparation Worksheet for Negotiations Assessment of the Self-Assessment Situation Assessment What do I want? (Set a Who are the other target point What is my alternative Are the parties to reaching agreement monolithic? in this situation? Determine your reservation point Is the negotiation one shot, long term or repetitive? resources, ideologies, or both? opportunity? dispute situation? parties? Do the negotiations involve scarce Counterparties interests and position . Is the negotiation one of necessity or . is the negotiation a transaction or Be aware of focal points BATNA? Be aware of sunk costs Do not confuse the Are linkage effects present? target point with your reservation point . Is agreement required? . is it legal to negotiate? . Is ratification required Identify the issues in the Are time constraints or other time- Identify the alternatives for each issue related costs involved? Are contracts official or unofficial? Where do the negotiations take place? Identify equivalent multi-issue proposals . Are negotiations public or private? Is third-party intervention a possibility? Assess your risk What conventions guide the process of effects Am I going to regret Do negotiations involve more than one this? Violations of the sure thing principle .Do negotiators communicate explicitly Is there a power differential between Is precedent important? offer? or tacitly? parties? Do I have appropriate level of confidence
