Mastering the Framing Process
EN: The authors don't seem to have this chapter worked out very well - they shift from the structured analysis of previous chapters into a more narrative mode, using examples and very lengthy "stories" to illustrate their point, which they do rather badly, and they can cite only one source (a textbook) - it's a bad job on this, and I sense that,. As a late chapter, it's largely filler to make page count.
The term "framing" pertains to the way that each party defines the nature of the conflict and its interests in seeking a resolution. It's not unusual for two parties to see things quite differently, and the disjunction of their perspectives can cause difficulty in the negotiation process
In some cases, it may be useful to attempt to change an opponent's frame, but in others, it may be detrimental to do so, and it would be better to pitch your overtures based on their own frame. There may even be points of compromise, where you provide them insight into certain aspects of your frame (but not the complete thing) and expect them to understand it without adopting it themselves.
Framing in Business Negotiations
Each party to an negotiation brings their own perspective on issues to the table, and this frame will affect the way they approach negotiations. Depending on their perspective, it may be easier or more difficult to get concessions on certain facets of the deal - so examining the opponent's frame and making adjustments can facilitate later negotiation.
Aspects of a fame include:
- Characterization - The way in which parties perceive others in a conflict. A person who is perceived as straightforward and fair will have an easier time in negotiation that one who is seen as conniving and demanding.
- Identity - The way in which each party perceives itself in the conflict, apart from their goals in the present situation. Things such as social status, gender, and race often give individuals a sense of power or entitlement.
- Outcome - What parties consider to be the most favorable outcome to themselves, and what they assume will be acceptable to the other party.
- Interests - What parties consider to be the interest that they and the other party are serving. This is often signaled (or tested) with assertions of what someone is "trying to do" in a situation.
- Rights - A party may have a perspective that includes what they feel to be the "right" solution, including what is right from an ethical perspective and what represents their rights from a legal perspective.
- Power - Each party has a sense of its own power in a situation (the ability to force the other side to make concessions) as well as that of an opponent. Power can extend from other sources listed above, or it can arise from the nature of the issue itself.
- Process - The way that each party expects to conduct negotiations - for example, whether they sit down together and work it out or go to court. Resolving matters of process is done in setting the schedule and agenda for the negotiation.
The authors admit that the list is "not exhaustive," but covers some of the more common aspects of a frame.
Changing the Frame
In addition to the aspects of the present negotiation, a frame is affected by past experience with similar situations, past experience with the other party, the reputation of the other party, your own attitudes and prejudices, and emotions. Sometimes, you can control these influences and thereby effect a change in the opponent's frame. Sometimes, you simply cannot.
Sometimes, you may be able to work on the frame explicitly in the pre-negotiation process, by asking the party about their perspective on the issues (directly or indirectly). In other cases, you may need to disclose your rationale for your positions, letting the opposing party know the reasons you want certain things, and why you think they are fair and reasonable.