Getting To YES Chapter 1 Don’t Bargain Over Positions

1. Getting To YESChapter 1 Don’t Bargain Over Positions

2. Method of Negotiations • 3 criteria to judge by • Is it a wise agreement? • Is it efficient? • Will it improve relationships? bargaining – compromising - haggling

3. Arguing over positions produces unwise agreements • Errors Locks you into a position Ego takes over Face saving Bottom line – more attention paid to positions, the less to underlying concerns

4. Arguing over positions is inefficient • Extreme positions Prompt settlement will not be reached • Stonewalling • Dragging of feet • Threat of a walk out All this increases time and cost.

5. Arguing over positions endangers an ongoing relationship. • Battle of wits develops • Anger and resentment This type of bargaining can shatter relationships.

6. Positional bargaining worsens as the amount of negotiators increases • More people = more drawbacks • Coalitions among parties can form • Once position reached more difficult to change or alter

7. Being nice is no answer • Soft Position • Friends • Goal agreement • Trust • Hard Position • Adversaries • Goal victory • Distrust

8. There is an alternative • Negotiation on the Merits (4 basic points) • People: Separate the people from the problem • Interests: Focus on interests, not positions • Options: Generate a variety of possibilities before deciding what to do • Criteria: Insist that the result be based on some objective standard

9. Getting To YESChapter 2 Separate the People from the Problem

10. Negotiators are people first • They bring emotions, values and different backgrounds • They are unpredictable as well

11. Every Negotiator has two kinds of interests • Substance • Relationship • Parties relationships become entangled with their discussions of substance • Egos tend to become involved in substantive positions • Positional bargaining puts relationships and substance in conflict

12. Separate the relationship from the substance • Treat each separately on its own legitimate merits • Base the relationship on accurate perceptions, clear communications, appropriate emotions • Deal with people problems directly; use psychological techniques for psychological problems

13. Three basic people problem categories • Perception • Emotion • Communication

14. Perception • Diverse interpretations—everyone thinks differently • Conflict is a cognitive manifestation—not an objective reality • See yourself in the shoes of another • Don’t deduce their intentions from our fears

15. Perception Don’t blame them for your problem • When discussing the problem, separate the symptoms from the problem • Look for opportunities to act inconsistently with their perceptions • Send a message different from what they expect

16. Perception • Discuss each other’s perceptions • Give them a stake in the outcome • make sure they participate in the process • Make proposals consistent with their values

17. Emotion • Recognize and understand emotions • Theirs and yours • Make emotions explicit • Acknowledge them as legitimate • Allow the other side to let off steam • Don’t react to emotional outbursts • Use symbolic gestures

18. Communication • There can be no negotiation without communication • 3 communication problems • Negotiators may not be talking to each other or in a way to be understood • Others may not hear you despite clear and direct dialog • The other may misunderstand

19. Communication • Listen actively • Acknowledge what is being said • Speak to be understood • Speak about yourself, not about them • Use “I” phrases, not “You” phrases • Speak for purpose

20. Prevention • Build working relationships • Face the problem, not the people • It is hard to deal with a problem without people misunderstanding each other—getting angry or upset and taking things personally