Interest-based Negotiations Research Articles

Analysis of Business Negotiation Strategy Application -Taking Nike as an Example

Nike has released its 2020 Impact Report, which reviews the achievements in the fiscal year 2020 and the achievement of previously set five-year (2016-2020) goals. Although the set goals were well underway, the company's Annual Earnings report was not satisfactory. Nike failed to meet its projected revenue of $50 billion set for 2020, so this paper analyzes and suggests how the company can effectively negotiate with organizations and customers based on Nikes interests and positions of different footwear products. Based on the growth-share matrix, Nike's footwear products are divided into four categories and how Nike shall negotiate pricing is analyzed in turn. This paper can concludes from the analysis of the four categories of footwear products that both interest-based negotiations and position-based negotiations represent Nike's overall interests. In interest-based negotiation, market research should be conducted to understand the demand for each product, and prices should be set accordingly to maximize revenue without losing customers. In position-based negotiations, the most important thing to grasp should be the hard indicator of profitability. When negotiating, Nike should set a fixed price for each product based on its own needs and goals. This price must be determined based on factors such as production costs, profit margins and product positioning. Therefore, in negotiations with suppliers and customers, Nike can change Nike's footwear pricing strategy according to its own interests and position.

An Informal Approach to Interest-based Negotiations – Paul Anton Esterhazy and the “Cottage Coterie”

Paul Anton Esterhazy was a prominent figure of the Hungarian aristocracy and a leading AustroHungarian politician, as well as a highly qualified and internationally recognised diplomat, with an extensive network of personal relations within the British elite. Esterhazy was an ambassador of Austria to London from 1815 to 1842 and represented the interests of the Central European state. In the mid-1820s he was a member of the so-called “Cottage Coterie”, a group created by King George IV and inspired by the aim of counterbalancing the political influence of the new secretary of the Foreign Office, George Canning. The meetings of the group were political and social events as well. Esterhazy was connected with close (family and political) ties to George IV, and thus he was a well trusted person in the royal court. My paper focuses on the activity and role of Esterhazy within the Cottage Coterie.

Commissions of inquiry and pathways to accountability in Plateau State, Nigeria

ABSTRACTFor decades, Plateau State in Nigeria's Middle Belt has witnessed repeated ethnoreligious violence. Over this period, both state and federal governments have established formal Commissions of Inquiry (COIs) in response to unrest, tasked with investigating violence, identifying perpetrators, and – ultimately – strengthening accountability. While commissions’ mandates and specific outcomes varied, there is general consensus that inquiries have been largely ineffective at securing justice or establishing accountability for violence. This study seeks to understand the expectations placed on, and role of, COIs in Plateau State as pathways to formal accountability in a context of recurring violence. We argue that COIs are embedded in the complex, multilevel networks and politics of state and non-state institutions. Civil society, in turn, has diverse expectations and demands, and articulates these in fragmented ways. As a result, COIs served primarily as another avenue for interest-based negotiations.

Towards an Inclusive Conception of Best Practices in Peace and Conflict Initiatives: The Case of the South Caucasus

Abstract The field of peace and conflict studies has been maturing over the past few decades, not least thanks to the continual epistemological contestation between its philosophy and methodology. As a consequence, the methods of conflict resolution practice have been evolving. Dominated by realist approaches of conflict management during the Cold War, the field in the 1990s relied heavily on neo-liberal theories of economic interdependence, democracy building, and interest-based negotiations that can bring win-win outcomes. By the late 2000s, as the constructivist paradigm and critical theory started gaining ground in academia, the conceptual conversation shifted toward the possibilities of building inclusive societies and achieving structural and cultural peace via conflict transformation, rather than resolution, as the respective methodology.

Advocacy in Non-Adversarial Family Law: A Recommendation for Revision to the Model Code

Family law is evolving towards non-adversarial dispute resolution processes. As a result, some family lawyers are representing clients who are trying to reach settlements that recognize their interests, instead of just pursuing their legal rights. By responding to the full spectrum of client needs, lawyers are required to behave differently than they do when they are representing a client in a traditional civil litigation file. They consider the emotional and financial consequences of relationship breakdown – things that are not typically within the purview of the family law lawyer. They objectively reality check with their clients, and they approach interest-based negotiations in a client-centric way. These lawyers view their role as that of a non-adversarial advocate, and their clients as whole people with interests that are not just legal. This paper draws on an empirical study involving focus groups with family law lawyers, to argue that the Federation of Law Societies of Canada’sModel Code of Professional Conductneeds to be updated to incorporate non-adversarial advocacy. The lawyers in the study viewed non-adversarial advocacy as being responsive to client needs, and in the interest of clients’ children. This paper draws from the study to establish what constitutes non-adversarial advocacy and then it presents a proposal for revising Rule 5 (Advocacy) of the Model Code.

Large and Median Group Dialogue Today

Large and Median Group Dialogue Today1 Pamela Steiner2 issn 0362-4021 © 2016 Eastern Group Psychotherapy Society group, Vol. 40, No. 1, Spring 2016 65 1 Patrick de Mare called groups “median” when they comprised between eight and 25 members, approximately. 2 Senior Fellow, FXB Center for Health and Human Rights, Harvard School of Public Health. Correspondence should be addressed to Pamela Steiner, AM, EdM, EdD, LMHC, CGP, SEP, 28 Madison Street, Cambridge, MA 02138. E-mail: psteiner@hsph.harvard.edu. “To jaw jaw is always better than to war war,” quoted the New York Times on June 27, 1954. Winston Churchill’s remark was made at a White House luncheon the day before. In our GROUP article of 2000, “Dialogue Groups in the 21st Century: An Extension of Practice,” Stephanie Beukema and I wrote about deliberately convened groups, ones that are larger than therapy groups. We focused most on those groups whose purpose is to address societal-level concerns. Thanks in good part to the deep interest, understanding, revision, and commitment of the guest editor, Mark Ettin, our piece stands up very well on rereading. I was amazed and impressed! The discussion is clear, very rich, rather wise, and reasonably comprehensive. It could easily be the outline for at least a year’s graduate course! There is nothing I would change. We laid out many of the challenges of jaw-jawing. However, if we had had readers who challenged the piece, or who even responded to it, maybe I wouldn’t be saying that. Let me use that as my starting point. Who would disagree with Churchill’s claim? It seems uncontroversial. But, if it is so obviously a good idea, why is it little operationalized? Why the lack of reaction to our piece? I can offer an answer to the first question but only wish I could to the second. Happily, jaw-jawing in general is now popular as a way of dealing productively with conflict. Alternative dispute resolution has expanded, as have various approaches to interest-based negotiations. John Kerry recently reminded the world that he spent four years negotiating with the Iranians to reach an agreement to limit their production of nuclear weapons. The Central Intelligence Agency employs psychiatrists and psychologists as a matter of course, and presumably their remit is, in part, to help 66 steiner avoid physical conflict by suggesting how to improve the quality of discussion among players. Presumably, too, they were at work backstage during negotiations with Iran. Group psychotherapists specifically, however, may have little to offer to the jawjawing during negotiations that are held only among leaders and technical experts. Thus negotiations on nuclear weapons production between various parties led by the United States and the Iranians are secret and rely, I believe, most on personal connections among top leadership and between them and their technical experts. Presumably, this is also the case with regard to official negotiations on prevention of what is still-preventable anthropogenic climate disruption (ACD). Were Stephanie and I barking up the wrong tree? I hope not. Input from group psychotherapists might not aid in the negotiation room over nuclear proliferation and ACD, but might not our input as consultants be useful with the negotiators in preparation for their meetings at the table? And how much more informed, grounded, and addressable might issues of nuclear weapons proliferation and ACD be if governments were to engage their populations in facilitated dialogue groups, of different sizes, on these issues, before, during, and after negotiations? As a species, we face unprecedented, unavoidable, yet unpredictable futures. We cannot afford not to use all our collective knowledge and understanding, including about group dynamics, to try to secure a sustainable future. MY MAJOR LEARNING EXPERIENCES IN MEDIAN AND LARGE GROUPS I assume that the great majority of any people, if led by somewhat enlightened, democratic authorities, need, prefer, and desire to “live-together,” in Derrida’s (1998) useful phrase (his essay is well worth reading), in safe, respectful, and mutually productive relationships rather than in endless violent ethnic or “identity” conflicts. On the basis of my experience, I am convinced that group psychotherapists could make both a unique and essential contribution to resolving these...

Mastering interest-based negotiations.

Mastering interest-based negotiations.

Can Integrated Water Resources Management Contribute to Sustainable Peace in the Middle East?

Water resources issue in the Middle East is an important question related to the 4th June 1967 line in the Middle Eastpeace process. This paper focuses on possibilities within the Integrated Water Resources Management (IWRM) approach to contribute to the peace process between what is calledIsraeland Arab countries emphasizing fruitful cooperation to resolve the 4th June 1967 line issue. The paper shows that start of a possible cooperation could be founded on interest-based negotiations and built on IWRM principles by a simple geographical allocation plan for theLake Tiberiaswater together with a joint environmental protection plan to build cooperation instead of confrontation and integration instead of fragmentation. In a better cooperative climate, withdrawing from the 4th June 1967 line could be a possibility because negotiation results would incur safer access to sustainable water resources and a comprehensive peace.

Interest-based Negotiations at Kaiser Permanente

In 1997 Kaiser Permanente (KP) and a coalition of 26 local unions representing nearly 70,000 Kaiser employees created what is now the nation's largest and most ambitious labor-management partnership. In 2000, the parties faced the major challenge of negotiating their first labor agreement under the new Partnership. They designed and implemented what is also the largest and most complex interest-based negotiations (IBN) process carried out to date in the field of labor-management relations. We describe this case here, both to provide an historical account of the process and to explore the lessons that might be learned from how these parties addressed a series of generic challenges encountered when introducing IBN principles into collective bargaining.

The Art of Skilful Negotiating

This article is a comprehensive outline of the rationale behind and the skills involved in alternative dispute resolution. A discussion on the nature of conflict leads to the submission that convergent negotiation is a more efficient means of settling disputes, as opposed to the divergent negotiations that are typified by conventional adversarial negotiation. This is followed by a discussion of the various theories on negotiations. The processes and rationale involved in interest based negotiations are then reviewed. A condition precedent to the process is to get the parties to realize that they have a common problem that must be solved collectively, and not that one party must "win" at the expense of the other. The key skills and attributes of a successful interest-based negotiator are outlined: the negotiator must focus on the problem, use appropriate communication techniques, set the tone for mutual gain, prepare properly for negotiations and practice frequent self-evaluation. The article concludes with a complete framework designed to lead to successful negotiations.