Step 2: Creating a Shared Vision

Jeanette Nyden, Kate Vitasek and David Frydlinger

Chapter Chapter 4 in Getting to We, 2013, pp 63-77 from Palgrave Macmillan

Abstract: Abstract Companies that treat each other as parties to their success achieve transformational results because organizations are working together to achieve a shared purpose or vision for the future. Each organization may have different motivations for wanting to achieve that vision, but the vision for the future remains the guiding point. Creating a shared vision may seem out of context for a book on negotiating. Many books that discuss negotiation strategies and tactics recommend that a negotiator’s first step is preparation. In the what’s-in-it-for-me (WIIFMe) context, this means that a negotiator is simply preparing to maximize his position vis-à-vis his counterpart. Even when approaching a negotiation as a problem-solving exercise, conventional techniques focus on looking through the lens of self-interest to find shared interests as the first step. These cumbersome approaches assume there is no shared vision for the future and this is therefore not part of the negotiation.

Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-34415-1_5

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DOI: 10.1057/9781137344151_5

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