Organizational Behavior (Stephen Robbins)

Distributive Bargaining

Distributive bargainingis a negotiating strategy that oper-

ates under zero-sum (win-lose) conditions. That is, any gain

I make is at your expense, and vice versa. Probably the most

widely cited example of distributive bargaining is in labour-

management negotiations over wages. Typically, manage-

ment comes to the bargaining table determined to keep its

labour costs as low as possible. Since every cent more that

labour negotiates increases management’s costs, each party

bargains aggressively and treats the other as an opponent who must be defeated.

When engaged in distributive bargaining, a party focuses on trying to get the oppo-

nent to agree to a specific target point, or to get as close to it as possible. Examples of such

tactics are persuading your opponent of the impossibility of reaching his or her target

point and the advisability of accepting a settlement near yours; arguing that your target

is fair, while your opponent’s is not; and trying to get your opponent to feel emotion-

ally generous toward you and thus accept an outcome close to your target point.

Integrative Bargaining

In contrast to distributive bargaining, integrative bargainingoperates under the

assumption that there exists one or more settlements that can create a win-win solution.

In terms of intraorganizational behaviour, all things being equal, integrative bargaining

is preferable to distributive bargaining. Why? Because the former builds long-term rela-

tionships and makes working together in the future easier. It bonds negotiators and

allows both sides to leave the bargaining table feeling that they have achieved a vic-

tory. For instance, in union-management negotiations, both sides might sit down to

figure out other ways to reduce costs within an organization, so that it is possible to

have greater wage increases. Distributive bargaining, on the other hand, leaves one party

a loser. It tends to build animosities and deepen divisions when people must work

together on an ongoing basis.

How to Negotiate

Exhibit 6-8 on pagae 207 provides a simplified model of the negotiation process. It

views negotiation as made up of five steps: (1) developing a strategy; (2) defining

ground rules; (3) clarification and justification; (4) bargaining and problem solving;

and (5) closure and implementation.

206 Part 3Interacting Effectively

EXHIBIT 6-7 Distributive vs. Integrative Bargaining

Bargaining Distributive Integrative

Characteristic Bargaining Bargaining

Available resources Fixed amount of resources to be divided Variable amount of resources to be divided

Primary motivations I win, you lose I win, you win

Primary interests Opposed to each other Convergent or congruent with each other

Focus of relationships Short-term Long-term

Source:Based on R. J. Lewicki and J. A. Litterer, Negotiation(Homewood, IL: Irwin, 1985), p. 280.

Should you try to

win at any cost when

you bargain?

*

distributive bargaining
Negotiation that seeks to divide up
a fixed amount of resources; a win-
lose solution.

integrative bargaining
Negotiation that seeks one or more
settlements that can create a win-
win solution.