GETTING TO YES

Negotiating Agreement

Without Giving In

By: Travis Lorenzen

Background Research Began 1973 by Harvard and MIT Authors Joined 1977

Roger Fisher William Ury Bruce Patton

Published 1981

What We’re Going to Cover Types of Negotiators Positional Negotiation Principled Negotiation If they’re not havin’ it If they’re more powerful If they use dirty tricks

The Hard Negotiator Sees situations as a contest of

willsWill not allow a “loss”

Exhausts people and resources Harms relationships About substance Common in divorces

The Soft Negotiator Tries to be the “nice guy” About relationship Avoids conflict Makes concessions Often exploited and left feeling bitter Generally works with

Friends Family Trusted others https://www.youtube.com/watch?v=L8TQZBHszI4

(4:23)

Positional Bargaining Holding onto a fixed idea (position) The easy way, not necessarily effective Causes blindness to underlying interests

Ex. Plankton trying to steal the patty recipe – misses out on other prosperous food markets

Common in Daily negotiations Bartering

Principled Negotiation Not the easiest, but the most effective

Neither hard nor soft

Looks for mutual gains

Decides on issues based on merits

Independent and fair

4 Parts of Principled Negotiation

People – separate the people form the problem

Interests – focus on interests not positions

Options – generate a variety of possibilities before making a decision

Criteria – the results should be based on an objective standard

People Separate the people from the problem

They’re there to solve the same issue

Negotiators have two interests Substance – Getting to an agreement Relationship – Working together

Egos become tangled with positions Lack of willingness to change or compromise

People Negotiators are emotional too, don’t

attack Emotions cloud the objective Take a step back, understand both sides

Write it down! Remove cognitive dissonance

Make the negotiators feel welcomeMe ThemConfused UpsetAngry HappySatisfied Dissatisfied

Interests Focus on interests, not positions

Interests motivate Leave options open

Positions can obscure what you truly want Already decided on before negotiate

Ask questions. Why? Why not? Makes other aware you care Shows want to understand

Focus on Interests

Interests Example Landlord vs Tenant

Interests PositionBoth want stability 3yr leaseWell kept accommodation Require pro lawn care

Create Options Generate various possibilities before deciding

Difference between deadlock and agreement Searching for just ONE correct solution limits

creativity Use other experts

Seek mutual gain Shared interests Low cost to you high benefit to them Makes their decision easy

Offers are more attractive than threats Follow the inventing circle (Next Slide)

Inventing Options

Objectives! Criteria/Objectives insists that results are

based on some objective standard Less relationship threat Quicker Higher chance of solution

Both parties defer to a fair solution Don’t have to give in to each other

(no ego hurt) Win-Win

If They Won’t Play Options

1. Principled negotiation – its contagious! They may or may not play

2. 3rd party introductionBook ex. Invite architect with couple

designing home3. Refer to BATNA

Don’t attack their position Its counter productive

BATNA What if they’re more powerful?

Or refuse to negotiate Best Alternative To A Negotiated

Agreement Keeping options open in case negotiation fails Outside alternatives Make the most of your assets

Salary negotiations with a job offer Have backup or other alternative to give

leverage

Dirty Tricks Dirty tricks = one side proposals about

procedure of negotiating DON’T play the game! Either put up with it Or respond kindly

Ask questions Raise issue explicitly Trust but verify

Don’t use a hammer

Recap to Basic Principled Negotiation

Separate the people from the problem! Show the other side you care Be open to suggestions and search for

new options Don’t attack Don’t hard or soft negotiate Don’t give in Always have an alternative ready

Questions?