To ensure success in resolving difficult disputes, negotiators must make strategic decisions about their negotiation approach. In this essay, we make practical recommendations for negotiation strategy based on Ury, Brett, and Goldberg's (1993) interests, rights, and power framework for dispute resolution and subsequent empirical research by Brett, Shapiro, and Lytle (1998). We discuss how negotiations cycle through interests, rights, and power foci; the prevalence of reciprocity; and the one‐sided, distributive outcomes that result from reciprocity of rights and power communications. We then turn to using interests, rights, and power strategically in negotiations. We discuss choosing an opening strategy, breaking conflict spirals of reciprocated rights and power communications, and when and how to use rights and power communications effectively in negotiations.

A dominating orientation is commonly viewed as an impediment to integrative negotiation. However, a study of Norwegian and American negotiators shows that a dominating orientation may, in fact, enhance the integrative nature of some negotiations under certain circumstances. Implications for managers and negotiation trainers are discussed.