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elcome...Top The Two Most Important Kinds of Bargaining: Distributive (win-lose) vs. Integrative (win-win) All bargaining situations can be divided into two categories: Distributive (also called competitive, zero sum, win-lose or claiming value).Dominant strategies in this mode include manipulation, forcing, and withholding information.In this kind of bargaining, one side "wins" and one side "loses." In this situation there are fixed resources to be divided so that the more one gets, the less the other gets. In this situation, one person's interests oppose the others. In many "buying" situations, the more the other person gets of your money, the less you have left.The dominant concern in this type of bargaining is usually maximizing one's own interests.This version is also called "claiming value" since the goal in this type of situation is to increase your own value and decrease your opponent's.Integrative (collaborative, win-win or creating value).

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The Two Most Important Kinds of Bargaining: Distributive (win-lose) vs. Integrative
(win-win)
All bargaining situations can be divided into two categories:
Distributive (also called competitive, zero sum, win-lose or claiming value).
In this kind of bargaining, one side "wins" and one side "loses." In this situation there are fixed resources to
be divided so that the more one gets, the less the other gets. In this situation, one person's interests oppose
the others. In many "buying" situations, the more the other person gets of your money, the less you have
left. The dominant concern in this type of bargaining is usually maximizing one's own interests. Dominant
strategies in this mode include manipulation, forcing, and withholding information. This version is also called
"claiming value" since the goal in this type of situation is to increase your own value and decrease your
opponent's.
Integrative (collaborative, win-win or creating value).
In this kind of bargaining, there is a variable amount of resources to be divided and both sides can "win." The
dominant concern here is to maximize joint outcomes. An example is resolving a different opinion about
where you and a friend want to go to dinner. Another example is a performance appraisal situation with a
subordinate or resolving a situation of a subordinate who keeps coming in late to work. Dominant strategies
in this mode include cooperation, sharing information, and mutual problem solving. This type is also called
"creating value" since the goal here is to have both sides leave the negotiating feeling they had greater value
than before.
It needs to be emphasized that many situations contain elements of both distributive and integrative
bargaining.. For example, in negotiating a price with a customer, to some degree your interests oppose the
customer (you want a higher price; he wants a lower one) but to some degree you want your interests to
coincide (you want both your customer and you to satisfy both of your interests-you want to be happy; you
want your customer to be happy). The options can be seen in the table below: