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Problem Solving Strategies: Principled Negotiations

Problem Solving Strategies: Principled Negotiations. Anatomy of a Conflict: A Framework for Analysis. Problems of Compromise. Claim Value Create Value Effectiveness Range

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Problem Solving Strategies: Principled Negotiations

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  1. Problem Solving Strategies: Principled Negotiations

  2. Anatomy of a Conflict: A Framework for Analysis

  3. Problems of Compromise Claim Value Create Value Effectiveness Range Competitive Moves Cooperative Moves Divide Pie - Distribution Expand Pie - Joint Gains

  4. Negotiation Strategies • Hard • Soft • Principled

  5. Getting to Yes (Fisher and Ury) • Criteria • Wise agreement (meets legitimate interests of both sides, resolves conflicting interests fairly, is durable, takes community interests into account) • Efficient • Improve relationship

  6. Method • Separate the people from the problem • Focus on interests, not positions • Generate a variety of possibilities before deciding what to do/invent options for mutual gains • Insist the result be based on some objective standard

  7. Separate the people . . . • Exploring perceptions/ step into their shoes

  8. Position - Predetermined solution.“What” you want • Interest - Your desires, needs, and concerns, underlying position.“Why” you want your solution

  9. Interests • Based on . . . • human need

  10. Principles Process Results Use differences as a natural resource Separate people from the problem Good agreements Good relations Attack Problems Raise Discover Generate Test Against Develop Issues Interests Options Standards Agreements Respect People Emotions Communication Understanding Source: Adapted from Tomas Dunne. Center for Conflict Management. Internal Revenue Service.

  11. Selecting and Clarifying Issues • Gain agreement on what the issue(s) are • Gain agreement on the sequence in which they will be addressed • Identify data that needs to be considered to make high quality decisions Source: Fisher, Roger and Ury, William (1981). Getting to Yes: Negotiating Agreement Without Giving In. New York: Penguin Books.

  12. Eliciting interests • Technique 1: Reflective Listening • “You’re concerned about . . .?” • Technique 2: Chunking • “If you were able to have your position, • what benefits would accrue, what • difference would it make, what would • having it do for you . . .?” • WHY?

  13. Expand the pie • Invent before you decide • Brainstorm all possible solutions

  14. Test Options Against Standards or Objective Criteria • Fairness • Workability • Affordability • Acceptability Examples:

  15. BATNA • Best alternative to a negotiated agreement

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