Integrative Negotiation Case Analysis

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We tried to follow the integrative negotiation process suggested by Lewicki et al (2015), illustrated below, which consists of four key steps: identify and define the problem, surface interests and needs, generate alternative solutions, and evaluate and select alternatives. Figure 1 'Key Steps in the Integrative Negotiation Process’ (Lewicki, et al., 2015: p.80)
First, we read the case in order to understand the issues and our own goals. As we were asked to discuss in a group with the same nationality (role), we identified and defined the problem by listing out what was the most important for us, in this case: avoid paying substantial fund early, prefer not to share information with SERSI. In addition, we also defined our own goals according
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The French frequently bluffed with his ‘chicken’ tactic, the Americans came out with ‘lowball/highball’ tactic when offering the alternatives, the Japanese shifted from one interest to another by using ‘bogey’ tactic. And lastly, the Italian used the ‘intimidation’ tactic by displaying anger in every objection.
4.2 The Communication Styles
Related to Hall’s (1989) high-context and low-context cultures, the communication styles in this negotiation showed a contrast between the Japanese delegation and the rest of the participants. As a participant from the high-context culture, the Japanese tended to communicate indirectly, hesitating to express her thought freely in order to avoid confrontation in the communication process. In contrast, the other participants expressed themselves directly; the French bluffed, the Italian even yelled, and the Americans practically stated their intentions.
4.3 The Influence of Cultural
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The Italian yelling and the French bluffing might be interpreted as rude and stubborn by the other parties, leading to misunderstanding and mistrust, thus it was even more difficult to understand the interests of the participants. This situation happened in the first session of our negotiation, when everyone had difficulties in getting a clear picture of what the others expect from the agreement. It was even more difficult to encourage the others to clearly state their interests, since every participant had different style of

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