COM3441 Negotiation Interaction (Captivate) STORYBOARD

TITLE PAGE
Animation: None
Illustration: TBD Per Alex
Navigation: Continue button takes user to
menu screen
Text on Screen: TBD
Audio Narration: None

Animation: None
Illustration: TBD Per Alex
Navigation:
Tab 1 jumps to scene 3 The Four Quadrant
Model
Tab 2 jumps to scene 4 Preparation
Tab 3 jumps to scene 5 Roles in the Negotiation
Tab 4 jumps to scene 6 The Conversation
Tab 5 jumps to scene 7 Debrief
Text on Screen:
The Four Quadrant Model
Preparation
Roles in the Negotiation
The Conversation
Debrief
Audio Narration: In this interaction, you will be
introduced to Karen, who is preparing to discuss
a pay raise with her manager. Each tab provides
valuable information to fully inform you of the
parties, their interests, and the process of
negotiation. Read through each section, answer
questions when asked, and see for yourself how
a creative agreement can be made.
RivA_040115_s01 04:41-05:01

TAB 1: The Four Quadrant Model.

Illustration: Static chart to be created by IMT.
This chart should take up the entire screen (even
covering navigation menu).
Navigation: Button to continue (take to main
menu)
GRAPHIC REQUEST: Recreate this chart using
colors in rest of interaction. Output filename:
________________ (?)

Text on Screen: (see chart)

Audio Narration: As Karen prepares for her
negotiation, she works through the Four
Quadrant Model. Please review the model before
proceeding.
RivA_040115_s02 05:04-05:12

TAB 2: Preparation.
Animation: TBD (Possibly have some words
appear in sync with audio: 3% raise? What if I
offend them? Could I get fired? What if they
relocate me? What are my options?)
Illustration: Per Alex and Walter
Navigation: Same tabbed menu
GRAPHIC REQUEST: Include picture of
Karen writing at desk?

Text on Screen:
3% raise?
What if I offend them?
Could I get fired?
What if they relocate me?
What are my options?
Karens Options
Leave
Stay
Stay longer
Audio Narration: Karen begins by considering her
goals. Her long-term goal is a financially
comfortable retirement. Her short-term goal is to
consider her long-term interests in her current
negotiation. But theres one big problem:
management is limiting salary increases to 3%
this year based on parent-company performance.

How can she convince people up the decision

chain that her contributions are worth more than
3%? The worst-case scenario? Karen accepts
the status quo. But what if management is
offended by her request for more? What if they
fire her or relocate her? Karen considers her
alternatives and their outcomes. What if her
fears are unfounded? The best-case scenario
would be an extraordinary bump in her
compensation!
Karen analyzes the situation. What does she
really need? More income? Appreciation? Karen
has received compliments for her quality work
and has been tasked with several high-visibility
projects, reports, and meetings. Karen has
worked hard to make her managers job easier,
and they have a good working relationship.
Lets look at Karens options
She could leave the company. But after
28 years and only two left before
retirement this choice isnt optimum
She could stay and feel powerless, with
no leverage for future negotiations
She could stay and continue to do her
best
She could plan to stay longer than two
years and develop the next generation of
high-producing employees
Karen considers her contributions to the success
of the company and how she will approach the
subject of a raise. Should she approach her
manager first, or the director?
RivA_040115_s03 05:15-06:42 + 06:46-06:55

TAB 3: Roles in the Negotiation.

Animation
Illustration: Per Alex and Walter (pictures of
three people to mimic later pictures during the
conversation manager, director, and vicepresident). Put each picture in a square as
navigation buttons
Navigation: As user clicks on each of the three
characters, a list of characteristics pops up with a

close button so the user can close the simulated

pop-up when finished reading.
Text on Screen:
Manager

Deals in logic, not emotion

Wants a well-oiled machine and ability to
focus on his job
Doesnt want to have to worry about day-today operations in the department
Cant deal with drama
Dont step on my toes
Likes others to defer to him
Wants to spend time developing business,
not putting out fires
Sees himself sitting on a red velvet cushion
with all of his people around him

Director

Wants to look good in front of executive

management
Wants results
Efficiency is paramount and must be backed
by the numbers
Competitive: wants her division to be the
most efficient
Wants to spend time developing business,
not putting out fires
Has a lot of confidence in Karens
department; she feels like the business is in
good hands
On the golf course

Vice-President

Prime goal is growing the business

Needs dependable employees with a high
level of integrity to sell their value
proposition
Wants to spend time developing business,
not putting out fires
Doesnt know about Karens department
unless there is a problem, and then relies on
her to successfully address it
Knows Karens work; she worked for him at
one point and is a fellow long-time employee

Successful meeting with investors

Audio Narration:
Parties in the chain of command include Karens
manager, the director, and the vice-president, all
of whom know the quality of Karens work. Select
each party to read a detailed description that
may affect how Karen prepares for and proceeds
in her negotiation.
RivA_040115_s04 07:03-7:18

TAB 4: The Conversation.

Animation: Pictures will highlight as dialog
focuses on each character in the audio script.
Navigation: No navigation until conversation
ends. Button will appear to allow user to
continue, taking user back to main menu.
Text on Screen: TBD
Audio Narration: After preparing and putting the
wheels in motion, Karen and her manager have a
conversation. [INSERT PREVIOUSLY RECORDED
CONVERSATION HERE]
RivA_040115_s05 07:21-7:26 +
DenD_021015_18_VO

TAB 5: Debrief.
Animation: TBD
Illustration: TBD
Navigation: TBD (same tabbed menu, or pop-up
quiz?)
Text on Screen:
Distributive Negotiation
Single issue
Finite resources to be divided

Zero sum

Integrative Negotiation
Multiple Issues
Variety of possible solutions
Potential for joint gains
Chance to create value
Interest-Based Bargaining
Collaborative
Problem-solving
Win-win
Interest-Based Strategies
Address core interests
- Ask Questions
- Listen
Discover problems they foresee in giving
you what you want
- Build trust and share information
Work together to solve their problems
while still addressing your wants
- Be creative
- Brainstorm
- Logroll
Audio Narration: Karen could have

approached this as a distributive negotiation.

Instead, she chose to approach this as an
integrative negotiation.
In any multiple-issue negotiation, assume
that everything is negotiable and be creative.
Work to create value for everyone. Interestbased bargaining allows you to satisfy both
sides underlying needs, to find creative
solutions, and to enlarge the pie to reach
joint gains. Remember: compatible interests
often lie beneath opposing positions.
Karen applied several interest-based
strategies during preparation and in her
conversation. She asked questions and
listened, noticing, for example, when her
boss expressed concern over the cost of the

ideas they were brainstorming. Anticipating

that, Karen had aligned her priorities (more
retirement funding and the MBSA) to match
what she anticipated as points of concern for
her boss, namely, cost. In this conversation,
Karen and her boss worked together to
brainstorm creative solutions.
Although she didnt get the big raise, her
preparation really paid off in the form of
creating opportunities for win-win. No
matter what happens, Karen realized an
aspiration value she didnt previously
consider: the confidence that comes from a
negotiation for which she was well prepared.
RivA_040115_s06 07:29-8:45