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.

2. Getting to YES:
Negotiation in
open source teams

3. User Experience Designer . Mozilla

4. David Eaves
@daeaves

5. tact

6. tact != fluff

7. tact != weakness

9. WARNING:
lots of LOLcats ahead

10. v

13. BAD relationship
GOOD outcome

14. GOOD relationship
BAD outcome

16. BAD relationship BAD outcome

17. GOOD relationship GOOD outcome

18. Exercise

19. Exercise
Pair Up

20. Exercise
Pair Up
Objective:
 Get as much money for
yourself as possible

21. Exercise
Pair Up
Objective:
 Get as much money for
yourself as possible

22. Exercise
Pair Up
Objective:
 Get as much money for
yourself as possible

23. Exercise
Pair Up
Objective:
 Get as much money for
yourself as possible

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

26. Two Models
Assumptions

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

41. Common Measures of
Success

42. Common Measures of
Success
Winning:

43. Common Measures of
Success
Winning:
Got better result than other party did

44. Common Measures of
Success
Winning:
Got better result than other party did
Made fewer concessions

45. Common Measures of
Success
Winning:
Got better result than other party did
Made fewer concessions
Got as much as possible

46. Common Measures of
Success
Winning:
Got better result than other party did
Made fewer concessions
Got as much as possible
They look bad

47. Common Measures of
Success
Winning:
Got better result than other party did
Made fewer concessions
Got as much as possible
They look bad
They hurt more

48. Common Measures of
Success

49. Common Measures of
Success
Not Losing:

50. Common Measures of
Success
Not Losing:
Did not get “taken”

51. Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face

52. Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Will not be criticized

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

55. 8-Element Framework

56. 8-Element Framework
The outcome is successful if:

57. 8-Element Framework
The outcome is successful if:
 Parties feel the process is efficient and fair

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

65. Effective Communication:
4 Skills

66. Effective Communication:
4 Skills
 Inquiry:
 Asking questions to learn information

67. Effective Communication:
4 Skills
 Inquiry:
 Asking questions to learn information
 Paraphrasing:
 Summarizing what you think they said

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

70. wiki article badness

71. Differing Perceptions
Some Useful Assumptions

76. Questions to Consider

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