decision-making, teams, and negotiation

DECISION-MAKING, TEAMS, AND NEGOTIATION

Prepared by GBWalker, SPCOMM, Oregon State U.

Individual vs. Team Decisions
Types of Decision-Making Teams

Management Teams
Crisis Teams
Learning Teams
Key Question: Should negotiation be part of team decision-making?

Unilateral vs. Joint Decisions
Nature of the Decision

Joint Decision                                                                        Unilateral Decision
Do we negotiate?                                                                  Do I consult?
Is my focus on mutual interest?                                            My focus is self interest
If negotiating:
Do we collaborate? Do we compete?

Is there any Learning? Any Consensus?

Unilateral vs. Joint Decisions

Unilateral decision making locates the decision in the individual party, organization, or agency
Joint decision making features sharing the decision among relevant parties.
Many natural resource management situations call for joint decision making…Why?
Complexity and controversy

Consultation vs. Negotiation
Consultation

An information gathering or feedback activity
Decision making is not shared
No negotiation
Power is maintained
Inform and educate
Command and control communication - Formal venues and mechanisms for communication (e.g., forums, public hearings, comment letters)

Negotiation? Characteristics of a Negotiable Conflict Situation

Two or more parties
Incompatible interests
Voluntary relationship
Interdependence
Mixed motive
Strategic
Exchange of resources or reconciliation of issues
Fluid preferences
Sequential activity
Joint decision-making
(some decision space)
Decision among alternatives (BATNA)

Conflict & Negotiation Strategies Reflect Dual Concerns

High Competition Collaboration

Concern
for Self

Inaction Accommodation
Low

Low High

Concern for Other

Comparing Collaborative and Competitive Negotiation Strategies

Factor                                         Collaborative                         Competitive
Goal                                           Mutual Gain                             Self Benefit
Resource View                         Expandable                             Fixed-Pie
Issue Focus                               Interests                                   Positions
Relationship                              Valued                                      Unimportant
View of Other                            Partner                                      Adversary
Communication                        Open                                         Controlled
Information                                Exchanged                               Protected
Trust                                           High                                          Limited
Power                                        Shared                                      Coveted
Decision Space                       Maximized                                Guarded
Metaphor                                   Partnership                              Game

Negotiation as Collaboration

An emergent process
Interdependent stakeholders
Differences addressed constructively
Joint ownership of decisions
Stakeholders assume shared responsibility for outcomes
Capacity building potential
Collaboration can lead to consensus