Chapter 03
Strategy and Tactics of Integrative Negotiation
1. Although the conflict may appear initially to be win-lose to the parties, ____________ and
_____________________ will usually suggest win-win alternatives.
2. Those wishing to achieve integrative results find that they must manage the ____________
and ____________ of the negotiation in order to gain the willing cooperation and commitment of the
3. Effective ____________ exchange promotes the development of good integrative solutions.
4. Successful integrative negotiation requires that the negotiators search for solutions that meet
the ____________ and ____________ of both (all) sides.
5. In an integrative negotiation, negotiators must be ____________ about their primary interests
and needs, but ___________ about the manner in which these interests and needs are met through
6. In integrative negotiation, ____________ are measured by the degree to which they meet both
negotiators’ goals.
7. The ________________________ step is often the most difficult step in the integrative
negotiation process.
8. As a problem is defined jointly, it should accurately reflect both parties’ ____________ and
___________.
9. For positive problem solving to occur, both parties must be committed to stating the problem in
____________ terms.
10. Problem definition should specify what ____________ must be overcome for the goal to be
attained.
11. Instead of ____________ solutions, negotiators should develop standards by which potential
solutions will be judged for how well they fit.
12. _________ interests are related to how the negotiations unfold.
13. ________________________ is not directly related to the substantive issues being
discussed.
14. Research has shown that when brainstormers work at the process for a long period of time,
the best ideas are most likely to surface during the ____________ part of the activity.
15. Integrative negotiation solutions should be judged on two major criteria: how ____________
they are, and how ____________ they will be to those who have to implement them.
16. The strategy of ____________ is effective not only in inventing options, but also as a
mechanism to combine options into negotiated packages.
17. A ____________ goal is one in which both parties work toward a common end but one that
benefits each party differently.
18. Those who do not share a belief that they can work together in an integrative negotiation are
less willing to invest the time and energy in the potential payoffs of a collaborative relationship and
19. Integrative negotiation requires negotiators to accept both their own and the other’s attitudes,
interests and desires as ___________.
20. For integrative negotiation to succeed, the parties must be motivated to ____________ rather
than to compete.
21. Even cooperatively motivated negotiators have less trust, exchange less information about
preferences and priorities, and achieve agreements of lower joint profit when they can ____________
22. People who are interdependent but do not trust each other will act ____________ or
___________.
23. When people trust each other, they are more likely to share _____________ and to
_____________ accurately their needs, positions, and the facts of the situation.
24. When there are strong negative feelings or when one or more parties are inclined to dominate,
negotiators may create ___________, ____________ procedures for communication.
formal; structured
25. In integrative negotiation, the goals of the parties are mutually exclusive.
26. The failure to reach integrative agreements is often linked to the failure to exchange sufficient
information that will allow the parties to identify integrative options.
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27. Integrative agreements have been shown to be facilitated when parties exchanged information
about their positions on particular issues, but not necessarily about their priorities on those issues.
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28. Parties should enter the integrative negotiation process with few preconceptions about the
solution.
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29. For positive problem solving to occur, both parties must be committed to stating the problem in
neutral terms.
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30. An integrative negotiation problem should be defined as a solution process rather than as a
specific goal to be attained.
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31. In integrative negotiations, negotiators are encouraged to state the problem in terms of their
preferred solution and to make concessions from these most desired alternatives.
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32. If both parties understand the motivating factors for the other, they may recognize possible
compatibilities in interests that permit them to invent new options which both will endorse as an
acceptable settlement.
33. Intrinsic relationship interests exist when the parties derive positive benefits from the
relationship and do not wish to endanger future benefits by souring it.
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34. In logrolling, if the parties do in fact have different preferences on different issues, each party
gets their most preferred outcome on their high priority issue and should be happy with the overall
agreement.
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35. “Expanding the pie” as a method of generating alternative solutions is a complex process, as it
requires much more detailed information about the other party than do other methods.
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36. Successful bridging requires a fundamental reformulation of the problem such that the parties
are no longer squabbling over their positions; instead, they are disclosing sufficient information to
discover their interests and needs and then inventing options that will satisfy both parties’ needs.
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37. In generating alternative solutions to the problem, groups should also adopt procedures for
defining the problem, defining the interests, and generating options, however, to prevent the group
process from degenerating into a win-lose competition or a debating event.
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38. In brainstorming, participants are urged to be spontaneous, even impractical, and to censor
anyone’s ideas (including their own).
39. Electronic brainstorming may be especially useful for integrative negotiations that involve
multiple parties or during preparation for integrative negotiations when there are disparate views
within one’s team.
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40. Focusing on interests allows parties to move beyond opening positions and demands to
determine what the parties really want—what needs truly must be satisfied.
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41. When a specific solution must meet the criteria of both quality and acceptability, those
evaluating the solution options may have to be prepared to make trade–offs between the two to insure
that both criteria are met.
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42. Intangibles can lead the negotiator to fight harder to attain a particular solution option if that
option satisfies both tangibles and intangibles.
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43. A common goal is one in which all parties share the result equally.
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44. Negotiators who are firmer about insisting that their own point of view become incorporated
into the group solution achieve less integrative agreements than those who are less firm.
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45. For successful integrative negotiation to occur, each party should be as interested in the
objectives and problems of the other side as each is in his own.
46. Although there is no guarantee that trust will lead to collaboration, there is plenty of evidence
to suggest that mistrust inhibits collaboration.
47. Which of the following is not a characteristic of a successful integrative negotiator?
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48. Which of the following processes is central to achieving almost all integrative agreements?
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49. Which of the following is a major step in the integrative negotiation process?
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50. In which major step of the integrative negotiation process of identifying and defining the
problem would you likely find that if the problem is complex and multifaceted the parties may not even
be able to agree on a statement of the problem?
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51. Substantive interests
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53. Successful logrolling requires
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54. In nonspecific compensation
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55. What questions can be asked to facilitate nonspecific compensation?
56. “What are the other’s real underlying interests and needs?” is a question that can facilitate
the _____________ process.
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57. In brainstorming
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58. When identifying options in an integrative negotiation, solutions are usually attained through:
59. When confronted with complex problems, or a large number of alternative options, which of
the following steps is necessary?
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60. Which guideline should be used in evaluating options and reaching a consensus?
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61. A common goal is one in which
62. A joint goal is one in which
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63. Which of the following is not necessary for integrative negotiation to succeed?
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64. Which of the following is a major characteristic of a presettlement settlement?
65. When people do not trust each other they are more than likely to engage in which of the
following behaviors?
66. What must an experienced negotiator manage to achieve successful integrative outcomes?
67. What are the four major steps in the integrative negotiation process?
68. How should the problem statement be constructed?
69. How can personal preferences get in the way of integrative negotiations?
70. How should integrative negotiators separate the problem definition from the search for
solutions?
71. Identify and define the four types of interests.
72. What is the benefit of bringing different interests to the surface?
73. What two approaches can be used to generate alternative solutions?
74. Define “nonspecific compensation.”
75. Define “bridging.”
76. What rules should be observed to facilitate successful brainstorming?
77. What is a disadvantage to brainstorming over surveys?
78. What tactics can be used to communicate firm flexibility to an opponent?
79. What guidelines should be used in evaluating options and reaching a consensus?
80. Why should criteria be decided in advance of evaluating options?
81. What approaches to logrolling can be particularly helpful in the “evaluation and selection of
alternatives” phase of integrative negotiation?
82. What are the potential pitfalls of voting on final agreements or packages?
83. What are the preconditions necessary for the integrative negotiation process?
84. How can motivation and commitment to problem solving be enhanced?
85. Define presettlement settlements.
86. Why is analogical learning an especially powerful way to learn about integrative negotiation?