This document discusses negotiation strategies in open source teams. It begins by outlining two models of negotiation - a competitive model focused on winning and claiming value, and a collaborative model focused on problem-solving and creating joint value. It then discusses common measures of success in negotiation, such as winning and not losing, and introduces an 8-element framework for evaluating negotiation outcomes. The document also covers effective communication skills for negotiation like inquiry, paraphrasing, acknowledgement and advocacy. It concludes by suggesting questions to consider regarding interests, options and perceptions in negotiation.
24. Exercise
Pair Up Rules:
Objective: No talking
Get as much money for You earn $1 Million each
yourself as possible time their hand
touches the table (or
plane of the table)
10 second time limit
27. Two Models
Pie is fixed
This is a battle Assumptions
28. Two Models
Goal
Pie is fixed
This is a battle Assumptions
29. Two Models
Beat them Goal
Pie is fixed
This is a battle Assumptions
30. Two Models
Strategy
Beat them Goal
Pie is fixed
This is a battle Assumptions
31. Two Models
Competitive
Claim value
Strategy
Beat them Goal
Pie is fixed
This is a battle Assumptions
32. Two Models
Actions
Competitive
Claim value
Strategy
Beat them Goal
Pie is fixed
This is a battle Assumptions
33. Two Models
Be aggressive
Push hard Actions
Use force
Competitive
Claim value
Strategy
Beat them Goal
Pie is fixed
This is a battle Assumptions
34. Two Models
Results
Be aggressive
Push hard Actions
Use force
Competitive
Claim value
Strategy
Beat them Goal
Pie is fixed
This is a battle Assumptions
35. Two Models
Low value
outcome Results
Be aggressive
Push hard Actions
Use force
Competitive
Claim value
Strategy
Beat them Goal
Pie is fixed
This is a battle Assumptions
36. Two Models
Low value
outcome Results
Be aggressive
Push hard Actions
Use force
Competitive
Claim value
Strategy
Beat them Goal
Pie can be expanded
Pie is fixed
This is a battle Assumptions This is a puzzle to
solve together
37. Two Models
Low value
outcome Results
Be aggressive
Push hard Actions
Use force
Competitive
Claim value
Strategy
Maximize total
Beat them Goal benefits available
Pie can be expanded
Pie is fixed
This is a battle Assumptions This is a puzzle to
solve together
38. Two Models
Low value
outcome Results
Be aggressive
Push hard Actions
Use force
Collaborative
Competitive
Claim value
Strategy Create value, and
claim fairly
Maximize total
Beat them Goal benefits available
Pie can be expanded
Pie is fixed
This is a battle Assumptions This is a puzzle to
solve together
39. Two Models
Low value
outcome Results
Be aggressive Hard on problem,
Push hard Actions respectful of people
Use force Look for joint gains
Collaborative
Competitive
Claim value
Strategy Create value, and
claim fairly
Maximize total
Beat them Goal benefits available
Pie can be expanded
Pie is fixed
This is a battle Assumptions This is a puzzle to
solve together
40. Two Models
Low value High value
outcome Results outcome
Be aggressive Hard on problem,
Push hard Actions respectful of people
Use force Look for joint gains
Collaborative
Competitive
Claim value
Strategy Create value, and
claim fairly
Maximize total
Beat them Goal benefits available
Pie can be expanded
Pie is fixed
This is a battle Assumptions This is a puzzle to
solve together
53. Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Will not be criticized
Equally unhappy with outcome
54. Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Will not be criticized
Equally unhappy with outcome
No confrontation
58. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
59. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
The interests and concerns of the parties are well met
60. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
The interests and concerns of the parties are well met
Options in the agreement create value for the parties
61. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
The interests and concerns of the parties are well met
Options in the agreement create value for the parties
If relevant, benchmarks are available to demonstrate the fairness of
the outcome
62. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
The interests and concerns of the parties are well met
Options in the agreement create value for the parties
If relevant, benchmarks are available to demonstrate the fairness of
the outcome
The commitment is clear and operational
63. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
The interests and concerns of the parties are well met
Options in the agreement create value for the parties
If relevant, benchmarks are available to demonstrate the fairness of
the outcome
The commitment is clear and operational
Communication among the parties is two-way and clear
64. 8-Element Framework
The outcome is successful if:
Parties feel the process is efficient and fair
The deal (if any) is better than your best alternative
The interests and concerns of the parties are well met
Options in the agreement create value for the parties
If relevant, benchmarks are available to demonstrate the fairness of
the outcome
The commitment is clear and operational
Communication among the parties is two-way and clear
The relationship has been maintained or improved
Adapted from The Harvard Negotiation Project
68. Effective Communication:
4 Skills
Inquiry:
Asking questions to learn information
Paraphrasing:
Summarizing what you think they said
Acknowledgement:
Of their view or feelings (without agreeing, per se)
69. Effective Communication:
4 Skills
Inquiry:
Asking questions to learn information
Paraphrasing:
Summarizing what you think they said
Acknowledgement:
Of their view or feelings (without agreeing, per se)
Advocacy:
Explaining your point of view
77. Questions to Consider
INTERESTS and CONCERNS:
What are our wants, needs, concerns, fears,
objectives, and hopes that underlie our position?
What are theirs?
What is the priority of these interests and
concerns?
How certain are we of theirs?
What third-party concerns should we consider?
78. Questions to Consider
OPTIONS:
What are possible solutions based on our interests
and concerns?
Where can we trade options based on differing
interests?
What benchmarks can we use to handle conflicting
interests?
What have others done to solve similar problems?
79. References
• Richard Axelrod:
Evolution of Cooperation
• Brené Brown, @brenebrown
TED talk on vulnerability
• David Eaves, @daeaves
eaves.ca