The Walk in the Woods: A Step‐by‐Step Method for Facilitating Interest‐Based Negotiation and Conflict Resolution

Abstract

In this article, we describe a method we have used successfully in both academic and professional settings to rapidly introduce novice negotiators to the principles and practice of interest‐based negotiation: “the walk in the woods.” The walk incorporates much of the principles of interest‐based negotiation: fostering self‐awareness, cultivating curiosity, and understanding the importance of world view. The walk's effectiveness is illustrated in this article using the case of the merger of two large, complex health‐care organizations.

Examining Cultural Intelligence and Cross-Cultural Negotiation Effectiveness

“…The theoretical justification for our prediction is based on the intersection of CQ and negotiation theory, specifically the critical role of "frames" or the cognitive perspective that each party uses to organize and interpret information about the negotiation issues (Lewicki, Saunders, & Barry, 2006). Negotiation theorists assert that the frames or perspectives assembled by each party are self-generated, fundamentally affected by cultural values and assumptions, and reflect both substantive and symbolic interests (Marcus et al, 2012). As such, the negotiation parties must achieve a profound understanding of one another's interests, based on both substantive negotiation issues and symbolic interests associated with cultural values, to collectively reframe how they perceive and generate the range of options for arriving at a mutually acceptable solution.…”

“…Negotiation processes, aside from the substantive negotiation issues, include negotiators’ motivations, cognitions, behaviors, and emotions (Thompson, Wang, & Gunia, 2010). A specific type of negotiation, IBN depends on the parties’ willingness to explore the other party’s interests, engage in creatively seeking options for resolution, rely on objective third party criteria, and separate the people from the negotiation issues (Fisher & Ury, 1991; Marcus, Dorn, & McNulty, 2012). Cooperative negotiation strategies such as interest-based behaviors demand communication skills such as active listening and articulating in a way that others can clearly comprehend.…”

“…Cooperative negotiation strategies such as interest-based behaviors demand communication skills such as active listening and articulating in a way that others can clearly comprehend. Negotiation processes that capitalize on the explicit or implicit sharing and processing of information are critical to capturing integrative potential (Marcus et al, 2012; Pruitt & Carnevale, 1993). Interest-based conflict resolution processes facilitate greater joint gains by engaging each party in revealing, enlarging, and generating enlightened shared interests, which expand the range of acceptable solutions to both parties.…”

“…Effective IBN behaviors require each party to engage in multidimensional problem solving that reveals the “tangible and intangible gains that each party hopes to achieve, the relative power and influence of each of the stakeholders, the experiences that each party brings to the table, and the history of the parties’ relationship to each other” (Marcus et al, 2012, p. 340). Importantly, the breadth of issues relevant to the negotiation will be perceived differently by each party according to their own perspectives and cultural assumptions.…”

“…Journal of Management Education engage in creatively seeking options for resolution, rely on objective third party criteria, and separate the people from the negotiation issues (Fisher & Ury, 1991;Marcus, Dorn, & McNulty, 2012). Cooperative negotiation strategies such as interest-based behaviors demand communication skills such as active listening and articulating in a way that others can clearly comprehend.…”