Mapping a multi-party negotiation
Sharing a pizza with one friend is easy. Sharing it with six friends, a parent who pays and a cousin who may join later is harder, because everyone wants something different. First you draw who is at the table.
- Before this course: Negotiation Skills (course 2.14.2), which came after Negotiation Basics (course 2.14). You already know the Me, Them, Process sheet, interests behind positions, logrolling, shrinking concessions, objective criteria and the written recap. This course adds more parties, longer time and harder conflict.
- Harvard's Program on Negotiation (PON) says that in a multiparty negotiation, paying close attention to coalitional strategies and the changing BATNAs of all parties helps negotiators pursue their interests.
- PON also notes that power differences can be made worse in multiparty talks.
- Useful questions for a map: Who is at the table? Who is not at the table but must approve? Who can block the deal? Who will carry out the deal afterwards?
- A person at the table may only be a messenger. Find out who has the authority to say yes.
- Each party has its own interests and its own BATNA. When one party leaves or joins, everyone's alternatives can change.
- Pick a real or practice group negotiation (a family business decision, a club budget, a group project, a partnership).
- List every party: people at the table, people who approve, people who can block, people who will carry out the result.
- Next to each name write their likely interests and mark them "guess" until you confirm them.
- Write each party's likely BATNA in a few words.
- Mark who has authority to say yes and who only passes messages.
- Ask yourself: if one party leaves, whose alternatives become better or worse?
- Check: your map shows who decides, who can block and who carries out the deal, and every unknown is marked "guess".
Videos by other creators on YouTube, for reference. They are not made by or affiliated with The Future Market.
Read the video script
[Host] "Two people at a table is a conversation. Six people is a map."
[Screen: circles for each party with arrows to the decision maker] "Draw every party: who is at the table, who approves, who can block."
[Text on screen: Who can say yes?] "Find out who can actually say yes."
[Host] "And remember, when one party leaves, everyone's alternatives change."
Draw a party map for one group negotiation. Mark the decision maker, the blockers and each party's likely BATNA.
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I'm learning "Complex Negotiation: multiple parties and long-term deals" on The Future Market. Lesson 1: "Mapping a multi-party negotiation". What the lesson teaches: - Before this course: Negotiation Skills (course 2.14.2), which came after Negotiation Basics (course 2.14). You already know the Me, Them, Process sheet, interests behind positions, logrolling, shrinking concessions, objective criteria and the written recap. This course adds more parties, longer time and harder conflict. - Harvard's Program on Negotiation (PON) says that in a multiparty negotiation, paying close attention to coalitional strategies and the changing BATNAs of all parties helps negotiators pursue their interests. - PON also notes that power differences can be made worse in multiparty talks. - Useful questions for a map: Who is at the table? Who is not at the table but must approve? Who can block the deal? Who will carry out the deal afterwards? - A person at the table may only be a messenger. Find out who has the authority to say yes. - Each party has its own interests and its own BATNA. When one party leaves or joins, everyone's alternatives can change. The exercise I'm working on: Draw a party map for one group negotiation. Mark the decision maker, the blockers and each party's likely BATNA. I'm stuck. Please: 1. Explain the main idea in plain, simple words with one everyday example. 2. Walk me through the exercise one small step at a time. Ask me what I've done so far before giving the next step. 3. Don't just give me the final answer. Help me do it myself, and check my work when I share it.
I'm a parent helping my child (about 8 years old) with a lesson called "Mapping a multi-party negotiation" from the course "Complex Negotiation: multiple parties and long-term deals". Here's what the lesson says: Sharing a pizza with one friend is easy. Sharing it with six friends, a parent who pays and a cousin who may join later is harder, because everyone wants something different. First you draw who is at the table. The activity: Draw a party map for one group negotiation. Mark the decision maker, the blockers and each party's likely BATNA. Please explain this so an 8-year-old understands: short sentences, a fun everyday example, and no hard words. Then give me 3 simple questions I can ask my child to check they understood, and a way to do the activity together, one tiny step at a time.
Sources
- Harvard Program on Negotiation, What Is Multiparty Negotiation? and Managing Multiparty Negotiations: web.archive.org/web/20260417055258/https://www.pon.harvard.edu/freemiu
Coalitions, ground rules and the agenda
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Contingent agreements for an uncertain future
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Contract-heavy and long-term deals
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Conflict and hardball tactics
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Negotiating across cultures
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Written summaries and keeping long-term deals healthy
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Final project
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Quiz
What is a blocking coalition?
A group that protects interests that an emerging deal threatens.
Why bring in a neutral facilitator early?
One side chairing can look like a power grab; a neutral can reduce distrust.
What is a contingent agreement?
Terms that depend on a measurable future event, so sides with different forecasts can bet on their views.
Name one danger of a contingent clause.
Perverse incentives, or a measure that is vague or hard to check.
What is a "how we disagree" ladder?
A planned order: contacts talk, then senior people, then a neutral.
How can you treat a hardball move?
As information about the other side's interests, not a personal attack.
What three options do hardball tactics make people feel they have?
Give in, hit back or walk away.
What are the three cultural prototypes in the PON framework?
Dignity, face and honor.
How should you treat cultural ideas about a counterpart?
As hypotheses to test, not conclusions or stereotypes.
What should a group summary include?
Who attended, decisions, open items, actions with owners and dates, and the next meeting.
Final exam
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Certificate
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