Negotiating

1. Negotiating Back-and-forth communication aimed at reaching an agreement when you and the other side have some interests that are shared and some that are opposed.

2. Win-Win Model • Concept: There’s always a better deal for both sides • Focus: Defeat the Problem • Tactics: • Resolve the conflict • Reach agreement • Normalize relations • Combine efforts to solve the problem • Goal: Outcomes offering acceptable gains to all parties

3. Win-Lose Model • Concept: If the other side gains it is at my expense • Focus: Defeat the opponent • Tactics: • Extreme initial demands • Emotional Tactics • Limited authority • Stingy Concessions • Ignore deadlines • Goal: Win at all costs

4. Effective Negotiations • Any negotiation may be fairly judged by three criteria: • Should produce a wise agreement • Meets legitimate interests of each side to extent possible • Resolves conflicting interests fairly • Is durable • Should be efficient • Should improve or at least not damage relationships between the parties

5. Stages of Negotiations • Analysis • Planning • Discussion

6. Stages of Negotiations • Analysis • Gather information • Organize it • Think about it • Consider: • Partisan perceptions • Hostile Emotions • Unclear Communications • Identify your interests • Identify their interests

7. Stages of Negotiations • Planning • Generate ideas • Describe how to handle information • Prioritize interests • Determine realistic objectives • Generate alternatives or options

8. Stages of Negotiations • Discussion • Consider differences in: • Perceptions • Feelings • Frustration • Anger • Understand Other side’s interests • Jointly generate alternatives and options

9. Positional vs. Principled • Positional: Each side takes a position and using a hard or soft approach, argues for it, and makes concessions to reach a compromise • Principled: Focuses on the interests of the parties through the development of a variety of possibilities with results based on an objective standard.

10. Positional Negotiations Bargaining over positions • Negotiators tend to lock themselves into their positions • The more you clarify and defend, the more committed you become • Ego becomes identified with your position • “Saving face” become an interest As more attention is paid to positions, less is devoted to meeting the underlying interests of the parties

11. Principled Negotiations Basic elements and how to handle them • People:Separate the people from the problem • Interests: Focus on interests, not positions • Options: Generate a variety of possibilities for mutual gain before deciding what to do • Criteria: Insist results be based on a objective standard

12. Invent Options for Mutual gain Four major constraints to inhibit inventing options • Premature judgment • Searching for the single answer • Assumption of a “fixed pie” • Thinking that “solving their problem is their problem” Seeing the possibilities is one of the most useful assets a negotiator can have!

13. But . . . What if they won’t play? • Don’t attack their position, look behind it • Don’t defend your ideas, invite criticism and advice • Recast an attack on you as an attack on the problem • Ask questions and pause