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Taking Positions
It tells other side what you want
Provides anchor in an uncertain and pressured
situation
It can eventually produce the terms of acceptable
agreement
Fails to meet the basic criteria of producing a wise
agreement, efficiently and amicably
with
extreme
position,
stubbornly
Hard
relationship
Be soft on the people and the problem
Trust others
Change your position early
Make threats
Disclose your bottom line
Accept one-side losses to reach
agreement
Search for the single answer: the one
they will accept
Insist on agreement
Try to avoid a contest of will
Yield to pressure
Stage:
diagnose
the
situation
(gather
Interests
Options
objective standard
Problem
Soft
Hard
relationship
Be soft on the people and the problem
Trust others
Change your position early
Make offers
Disclose your bottom line
Accept one-side losses to reach
agreement
Search for the single answer: the one
they will accept
Insist on agreement
Try to avoid a contest of will
Yield to pressure
Solution - Principled
Participants are Problem solvers
The goal is a wise outcome reached efficiently and
amicably
Separate the people from the
problem
Be soft on the people, hard on the
problem
Proceed independent of trust
Principled Negotiation
Wise Agreement Focus on Basic Interests, Mutually
CHAPTER 2
SEPERATE THE PEOPLE FROM THE PROBLEM
Cons
People get angry, depressed, fearful, hostile, frustrated, and
offended
They have egos that are easily threatened
Interests in Negotiation
Substantial
Relational
in conflict.
Separate the relationship from the substance; deal
Perception Problem
Understanding the other side's thinking is not
Perception Problem
TENANTS PERCEPTIONS
LANDLADY'S PERCEPTIONS
rental income
comparable apartment
comparable apartment
Perception Problem
TENANTS PERCEPTIONS
LANDLADY'S PERCEPTIONS
neighbourhood is rundown
to
improve
the
quality
of
the
neighborhood
I am a desirable tenant with no dogs
or cats
I always pay the rent whenever she
asks for it
She is cold and distant; she never
Perception
Put yourself in their Shoes
Discuss each other's perceptions
Look for opportunities to act inconsistently with
their perceptions
Perhaps the best way to change their perceptions
is to send them a message different from what
they expect
Perception
Give them a stake in the outcome by making sure
they participate in the process
Face-saving: Make your proposals consistent
with their values.
Emotion
In a negotiation, particularly in a bitter dispute, feelings may
be more important than talk
Emotions on one side will generate emotions on the other.
Fear may breed anger, and anger, fear
Emotions may quickly bring a negotiation to an impasse or
an end.
First recognize and understand emotions, theirs and yours
Make emotions explicit and acknowledge them as legitimate
Allow the other side to let off steam
Don't react to emotional outbursts
Use symbolic gestures
Communication
Listen actively and acknowledge what is being
said
Speak to be understood
Speak about yourself, not about them
Speak for a purpose
CHAPTER 3
FOCUS ON INTERESTS, NOT POSITIONS
Interest Vs Positions
A wise solution reconcile interests, not positions
However, as problems appear to be a conflict of positions,
Interest Vs Positions
Reconciling interests rather than positions works
because:
For every interest there usually exist several possible
Alternative position
When you do look behind opposed positions for the
interests will reveal the existence of many more interests that are
shared or compatible than ones that are opposed
Shared interests and differing but complementary interests can
asking for, and ask yourself why they have not made that
decision
Identify influences
The other side may not know what your interests are, and you
may not know theirs
would like to go rather than about where you have come from.
interests.
your interests.
If people feel personally threatened by an attack on the
CHAPTER 4
INVENT OPTIONS FOR MUTUAL GAINS
Diagnosis
Four major obstacles:
Premature judgment
Searching for the single answer
Assumption of fixed pie
Thinking that solving their problem is
their problem
Prescription
1. To separate the act of invention
problem
Clarify the ground rules
Brainstorm
Record the ideas in full view
decide
Stronger
Weaker
Substansive
Precedural
Premanent
Provisional
Comprehensive
Partial
Final
In Principal
Unconditional
Contingent
Binding
Non Binding
First Order
Second Order
Whose shoes
What decision
Making threats is not enough
CHAPTER 5
INSIST ON USING OBJECTIVE CRITERIA
Developing objective
criteria
How do you develop objective
criteria?
How do you use them in negotiation?
Fair Standards
Fair Procedures
Points to ponder
What if they are more powerful?
(Develop BATNA)
What if they wont play? (Use
negotiation Jujitsu)
What if they use dirty tricks? (Taming
the hard bargainer)
Negotiation Jujitsu
Don't defend your ideas, invite criticism and advice : Ask
statements
deception
Discuss the tactic - Makes it less effective
Separate the people from the problem
Focus on interests, not positions
Invent options for mutual gain
Insist on using objective criteria
CHAPTER 6
WHAT IF THEY ARE MORE POWERFUL?
CHAPTER 7
Negotiation Jujitsu
Do not end up playing the positional bargaining game by
criticizing and rejecting when the other side takes a firm position
Do not push back When they attack you, don't counterattack
Break the vicious cycle by refusing to react Instead of pushing
possible option. Look for the interests behind it, seek out the
principles which it reflects, and think about ways to improve it
Negotiation Jujitsu
Don't defend your ideas, invite criticism and advice : Ask
statements
CHAPTER 8
deception
Discuss the tactic - Makes it less effective
Separate the people from the problem
Focus on interests, not positions
Invent options for mutual gain
Insist on using objective criteria
Psychological Warfare
Stressful situations : location of negotiation etc.
Personal attacks : Comments on appearance, intellect,
knowledge etc
The good-guy/bad-guy routine: Two people on the same side,
one acts tough and the other acts considerate
Threats