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Strategic Negotiations"Strategic Negotiations" combines two key concepts. "Strategy" involves thinking ahead and it involves assuming that others are doing so as well. "Negotiations" involves interacting parties who have both common and competing interests or concerns. When the two terms are compbined, it connotes a strategic approach to negotiations. In the book "Strategic Negotiations" (Harvard Business School Press, 1994), the authors, Richard Walton, Joel Cutcher-Gershenfeld, and Robert McKersie, identify three primary negotiations strategies. These are "forcing," "fostering," and "escape." Each represents an overarching pattern of interaction that charterizes the negotiations. A strategy does not emerge all at once, but over time as a result of consistent patterns of interaction. A forcing stategy generally involves taking a "distributive" or win/lose approach to the negotiations, combined with a "divide and conquere" approach to internal relations in the other side, and an attitudinal approach that emphasizes uncertainty and distrust. By contrast, a fostering strategy generally involves taking an "integrative" or win/win approach to the negotiations, combined with a "consensus" approach to internal relations in both sides, and an attitudinal approach that emphasizes openness and understanding. "Escape" is a non-negotiations strategy in which one or more parties seek to end or undercut the relationship. These strategy and process elements of negotiations can be combined with an understaning of structure in order to predict outcomes that are both substantive and relationship outcomes.
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