Resource Allocation Negotiation

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The Resource Allocation negotiation was my first opportunity to participate in a multi-party negotiation. Managing the multi-party dynamics proved to be particularly difficult and while the outcome in pure financial terms was fairly positive for my company (Techville Enterprises), I was totally unsuccessful in building trust and goodwill with the other parties involved. The primary issue that I had difficulty with was clearly communicating with Jenny C. (Sturdyville, Inc.) and setting up a coalition. In my pre-negotiation analysis, I had come up with a justification for valuing Steve H.’s (Unityville Industries) contribution at $40,000. Unfortunately, I was unable to let her know this information prior to the negotiation which led to huge difficulties creating and maintaining a stable relationship with both players.

As the middle size player in the negotiation, my goal was to quickly establish both qualitative and quantitative rationale for why we should not just split the pie into three equal segments. Utilizing a portfolio theory approach, I attempted to appeal to Jenny and Steve’s sense of utility maximization for the group. I argued that looking at the situation from the standpoint of the Resource Allocation Fund, the largest amount of funds should go to the company which posed the least risk, Sturdyville and also that Unityville was the riskiest bet and it did not make sense to allocate an equal portion of the funds to this research. In response to this analysis, neither Steve nor Jenny acted in the manner in which I expected. Jenny agreed in some respect with the idea, however, she did not readily admit that I deserved any more of the pie than Unityville and Steve did not respond at all. While the logic seemed appropriate, I believe that I made two huge errors here. First, I should have spoken with Jenny prior to the negotiation. If I had done that, I could have made it crystal clear that I was not looking to take the largest piece of the pie. This may have helped galvanize her support for the qualitative reasoning. Second, rather than puSteveg my analysis directly, I could have created more of a discussion atmosphere by introducing “portfolio theory” concepts and acting more as a facilitator to make my arguments. This approach could have deflected some of the negative feelings Steve felt towards me and would have appeared as a less distributive tactic. It was too early in the discussion to get into such distributive matters.

The quantitative analysis indicated that a Sturdyville and Techville combination could garner $xxx, while the three companies together would only be able to get $xxx or $xxx more. I used this as the basis to discuss how much should be allocated to Unityville in a three way partnership. Once again, this did not go over well with the other parties. At the same time that they both agreed that a three way deal would clearly be the most optimal outcome, Steve felt threatened and Jenny believed that I was going for the largest piece of the pie. In both the qualitative and quantitative cases, I had succeeded in setting the groundwork; however, it was at the expense of my reputation as a team player and integrative negotiator.

In a three-way negotiation, it is difficult to place yourself in a position where it does not appear that you are taking sides. Jenny and Steve, having heard my quantitative analysis, asked me how much I felt I deserved. This was clearly a loaded question. As soon as I mouthed “$xxx”, I realized I had made a big mistake. By anchoring on a number that was specific to my interests, I set myself apart from both Steve and Jenny. I do not think setting the anchor was a mistake, however, in response to the specific question I was asked, I should have spoken about the package as a whole (including all the parties).




Jenny took the initiative to put the first full package on the table, $xxx for Sturdyville, $xxx for Techville, $xxx for Unityville. Considering all of the arguments against Unityville receiving this amount, Steve should have felt this was a generous offer. However, because of the distributive tactics I had used earlier, we failed in setting up a fairness standard to compare this deal to and Steve became very hard to convince. Jenny was focused on having three parties involved and coming up with an integrative solution, so she continued to change the parameters of the deal until Steve would accept. We ended up agreeing upon $xxx for Sturdyville, $xxx for Techville and $xxx for Unityville. At first glance, this would appear to be a fairly good deal for all parties. Unfortunately, because of the events leading up to this point, Steve felt cheated and Jenny and I did not receive an amount commensurate with our initial expectations. In the future, I will absolutely try to 1) create a coalition prior to the negotiation and ) spend more time absorbing information before puSteveg my own agenda. Each of these tactics could have helped me to leave the negotiation with much stronger relationships with the other parties.

Partner Analysis

Jenny was clearly the most positive throughout the negotiation and remained focused on achieving the most integrated solution. She indicated as much early on and built trust with both Steve and I in the process. In addition, her tone was relaxed and cooperative even through the more distributive aspects of the negotiation. Although, it appeared that we had taken sides against Steve, I believe Steve felt more resentment for me about the end outcome. The only thing I would suggest for Jenny is that after the total pie was expanded to the full $xxx, she could have turned around and acted more distributively. Given the rationales presented, I would not have had difficulty allowing her to take the largest piece of the pie.

Steve did a terrific job in using a high aspiration point, an equal three-way split, and sticking to it in the face of tough opposition. He continued to deflect arguments well and successfully appealed to Jenny and me for an integrative solution. I did however feel that he took advantage of this situation towards the end of the negotiation. If he had allowed for an initial settlement at $xxx, $xxx and $xxx, I believe that he could have moved us up later using a post-settlement settlement and would have taken on less resentment in the end.



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