Check List For Each Phase

Check Lists For Each Phase Because we have reconfigured the phases, these older slides are not
fully aligned with the phases in the current slide set. However, each activity-preparing, opening, exploring, focusing and agreeing--is encompassed in the new configuration.
Check Lists
Cutcher-Gershenfeld, McKersie and Peace, Negotiating Labor Agreements, PON, April 2000
Inadequate preparation -- Phase I
Accept positional mandates from constituents Focus only on the members of the two bargaining teams Overestimate your power/underestimate others Being either too trusting or too cautious with advanced sharing of data
Phase I: Overview
Phase I: Preparation checklist

Identify stakeholders and potential issues Assess stakeholder interests on each issue Identify potential mutual gains options Clarify constituent mandates on each issue
Be direct on tough issues Reframe positional mandates into interests
Analyze power realities on each issue Establish target, fall-back and BATNAs for each issue and anticipate same for other side Explore opportunities for joint data collection
Ask What are the core interests -- ours and others?

Phase I: Overview
Risky opening -- Phase II
s s s
Define the problem too narrowly or too broadly Unyielding position No clear indication of priorities Minimize/ignore others stated positions/interests Overt threats or no indication of alternatives
Phase II: Overview
Phase II: Opening checklist

t t t t t
Clear definition of problem Firm on interests, flexible on solutions Acknowledge others interests Recognize power realities Construct agreements on ground rules, bargaining plan, and joint data collection Be able to answer the question, Why?
Phase II: Overview

Unconstructive exploration -- Phase III
Boundaries set by opening positions Communication only channeled through spokespeople Incomplete notes/language not written out Unilaterally or prematurely rejecting options Not communicating constraints on Phase III: Overview
Phase III: Exploration checklist

t
t t t t
Review boundaries on scope of exploration (constituent expectations, time constraints, etc.) Consider separate brainstorming prior to joint brainstorming Encourage out of the box thinking Generate many options Build on mutual gains possibilities Keep separate parking lots for questions about feasibility and criteria to measure success
Ask What other options can we identify?
Phase III: Overview
Unconstructive exploration -- Phase III
Boundaries set by opening positions Communication only channeled through spokespeople Incomplete notes/language not written out Unilaterally or prematurely rejecting options Not communicating constraints on Phase III: Overview
Phase III: Exploration checklist

t
t t t t
Review boundaries on scope of exploration (constituent expectations, time constraints, etc.) Consider separate brainstorming prior to joint brainstorming Encourage out of the box thinking Generate many options Build on mutual gains possibilities Keep separate parking lots for questions about feasibility and criteria to measure success
Ask What other options can we identify?
Phase III: Overview
Ineffective focusing -- Phase IV
s s s s
Wait for others to take the first step Jump to a single solution -- cutting a deal Push without reasons Impose self-serving criteria Ignore points made by others Make final demands
Phase IV: Overview
Phase IV: Focusing checklist

Determine that exploring is as complete as possible t Indicate that its time to focus toward agreement (step into the void) t Agree on fair criteria/standards (if possible) t Consider What if? and What about? scenarios t Offer supposals and other potential solutions t Build on interests, data, and points made by others t Propose potential linkages Ask Can we at least agree that . . . ? t Establish fair criteria/standards Phase t Signal consequences of impasse -- BATNAIV: Overview Cutcher-Gershenfeld, McKersie and Peace, Negotiating Labor Agreements, PON, April 2000
t
Unstable agreements -- Phase V
s s
Superficial consensus Only take into account the people in the room Agreement easily undone by unexpected or inconsistent actions
Phase V: Overview

Check List For Each Phase

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Check List For Each Phase

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Check Lists For Each Phase Because we have reconfigured the phases, these older slides are not

Inadequate preparation -- Phase I

Phase I: Preparation checklist

Ask What are the core interests -- ours and others?

Risky opening -- Phase II

Phase II: Opening checklist

Phase II: Overview

Unconstructive exploration -- Phase III

Phase III: Exploration checklist

Ask What other options can we identify?

Phase III: Overview

Unconstructive exploration -- Phase III

Phase III: Exploration checklist

Ask What other options can we identify?

Phase III: Overview

Ineffective focusing -- Phase IV

Phase IV: Focusing checklist

Unstable agreements -- Phase V

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