$0.00 – $6.00
Two-team (6 person), multi-issue contract negotiation between Canadian zoo CEOs and representatives of Chinese organization responsible for giant panda loans
In 2010, after years of communication with the Chinese Association of Zoological Gardens (CAZG) concerning a loan of giant pandas, Toronto Zoo officials see a “ripe moment” to intensify their efforts and undertake formal negotiations. They designate a Chinese-Canadian spokesman and discuss partnering with Calgary Zoo. The Canadians face serious challenges, however. Giant pandas are an endangered species native only to one country: China. Moreover as “star attractions,” they are in demand by zoos all over the world. Political and economic factors within and between the two countries complicate the situation.
The two teams will meet separately for an hour to discuss their objectives and strategies. The Canadian teams face the challenge of developing an internal alignment. Then the two teams will meet and negotiate for one hour. All negotiators stand to benefit from agreement but each has limits on how far he or she can accommodate the others.
For all parties:
- No separate general or “public” information (it is incorporated in confidential instructions)
Confidential Instructions for:
- John Smith, CEO of Toronto Zoo
- Dr. Ming-Tat Li, Chair of Giant Panda Acquisition Task Force, TorontoZoo Board of Management
- Dr. Clement Dupont, President and CEO of Calgary Zoo
- WANG Zhongping (family name appears first), Vice-President and Secretary General of the Chinese Association of Zoological Gardens (CAZG)
- MA Zhong, Deputy Secretary General of CAZG
- WU Hong, CAZG staff
- All of the above (51 pages)
- To achieve a satisfactory agreement from a low-power position, a negotiator must focus on parties’ interests and resources, and generate creative (non-standard) proposals.
- Identify and resolve internal differences before commencing external negotiations so that the negotiation team can act cohesively. Internal cooperation is especially important when the team experiences pressure in external negotiations.
- Call a caucus as needed during external negotiations in order to manage the team and/or the negotiation process.
- Among the different negotiation roles that team members may assume, an intermediary (process orchestrator) must have a special set of attributes and skills. Some of these may be innate or assigned; others must be earned on the scene.
- To make progress in complex negotiations (many issues of various types), negotiators must clearly and explicitly set forth an agenda of items for discussion. How, and when, they are discussed should be deliberate and strategic.
- Negotiators should move back and forth between discussions of the “big picture” and the hammering out of details. Too much of one or the other bogs down proceedings and leads to suboptimal outcomes.
- When parties’ positions on one issue indicate no zone of possible agreement, additional issues and package deals should be considered.
- Negotiators must strategically choose to reveal or withhold information. Too much or too little information, at the wrong time, can drastically affect the attainment of their individual goals.
Bargaining power, coordination of internal and external negotiations, agenda-setting, intermediaries (tactics, effects), information management, interests, aspirations, value creation
Canada-China Panda Acquisition Negotiation Attributes
|Time Required:||2 1/2 - 3 hours|
|Number of Participants:||6|
|Neutral Third Party Present:||No (not a neutral; however, one role is positioned as a potential intermediary)|
|Author:||Stephen E. Weiss|