The document discusses the interest-based approach (IBA) to problem solving and decision-making. IBA focuses on interests rather than positions, seeking to expand opportunities and satisfy multiple parties' interests with creative solutions. Key aspects of IBA include separating people from problems, unpacking interests, generating options, using objective criteria, and reaching consensus through behaviors that support collaborative decision-making. The document provides examples and an exercise to illustrate how IBA differs from and can be more effective than positional bargaining.

1. INTEREST-BASED APPROACH to Problem Solving & Decision-making CCSC Thursday, April 19, 2007

2. Intro/Overview What is the Interest Based Approach (IBA)? Based on interests (rather than positions ) Sometimes called “mutual gains” or “principled negotiation” Various contexts in which IBA is used Labor/management; env. conflict res; interpersonal; business contracts; international conflicts How is it different from traditional negotiation? Parties seek to “expand the pie” rather than divvy up a “fixed pie.” When to use / when not to use IBA Importance of relationships (relate to NVC) Respect; autonomy; truthfulness; clarity; equity; trust

3. Learning Outcomes Five Key Points about IBA The difference between positions ( what ) and interests ( why ) Why it is useful to “unpack” them Strategies for success of the IBA process Interactive: Conference with a Professor Tell the truth in a way that strengthens the relationship; deal with other issues on their merits; develop solutions that meet interests.

4. How is IBA different from positional bargaining? FIVE KEY POINTS PEOPLE: Separate the people from the problem INTERESTS: Focus on interests, not positions OPTIONS: Generate a variety of options before deciding what to do (including mix & match) CRITERIA: objective standards how well option meets separate & mutual interests CONSENSUS decision-making

5. Point One Separate People from Problem Focus on issues – not personalities or “who did what when” Describe – do not blame or characterize (NVC: observations) Focus on the actual problem: CPR Be mindful of physical positions Side by side Not face to face or across the table

6. Point Two Focus on Interests not Positions Positions (what): solutions, strategies, demands Interests (why): values, needs, motivations Why do you think it might be important to “unpack” them? Positions represent limited “pie” Interests offer possibility to expand the pie Relationships improved Agreements more easily implemented Agreements last / not subject to challenge

7. More About Interests vs. Positions Feelings, emotions: hurt, anger, sadness; Needs: respect, consideration (NVC bridge) Things you say you will/ will not do: I won’t call you until you call me to apologize Aspirations, future hopes, standards: professional quality, aesthetics, meaningful contribution Terms & Conditions I will not submit this report until I think it is ready Needs, values, concerns: health, safety, on time to school, responsibility Demands: Clean up your room right now! Underlying motivations: organic, locally grown, good wine, open late, ambiance Things you say you want: I want to go to Avanti for dinner tonight! Interests (why) Positions (what)

8. Story (choose one) Queen of Orange-Landia Small kingdom: Queen and three subjects One orange > divided three ways > 3 “equal” parts No one happy! Why ? Rind – juice – pithy center > each got only 1/3 of what they needed TEACHING POINTS: Question assumptions re: “pie is limited” Seek to understand interests (ask “why”) Explore options (ACBD) The Bakers and the Egg Two competitive bakers in same bakery: one egg remaining – “indivisible” Broke – Oh no, my yellow cake / Oh no, my angel cake Instead of two cakes > No cakes! TEACHING POINTS : Lack of communication > did not buy more eggs Lack of trust > not “tip off” the competition Ineffective communication & lack of clarity on interests > inefficiency, loss of productivity, loss of opportunity

9. Interactive Exercise: Guess the Interests! Palestine: viable political state Israel: land & water No more settlements in the West Bank! International Mom/Dad: health Kids: fun! I want krispy kremes for dinner Family Buyer: Financial well being Seller: Financial well being I refuse to pay > 10 % commission Business Water District: water supply Fish advocates: sustainable fishery Put more water in this stream! Environment Employees: incentives Management: $ certainty We want bonuses of $1K each quarter Labor Interests Position Context

10. Point Three: Generating Options Define/clarify the problem to be solved Generate many possibilities Record ALL ideas No attribution / no evaluation Remember: Options =/= commitment! Be curious / be creative Mix & match; play “what if”; reverse; keep asking “why” Winnow the list Build on promising “possibles”

11. Point Four: Develop Objective Criteria Objective criteria = independent of the will of all sides Examples: Do-able: money, resources, time Politically viable , fits organization culture Data: agreement on data & interpretation of… Meets separate and mutual interests

12. Point Five Evaluation & Decision Making Be clear on what a good outcome looks like Increases opportunities / creates value Better than your BATNA / others’ BATNA’s Specifies commitments for implementation & monitor. Assess how well options meet criteria Yield to principle, not to pressure Use TRUE consensus to decide Everyone in the group supports or can live with a particular decision =/= unanimous or everyone happy Question: experience of the group w/consensus?

13. Behaviors that Support Consensus Listen non-judgmentally Check for understanding Be open / authentic / honest Allow enough time Support / build on each other’s thoughts Build a “golden bridge” (make it easy

14. Strategies for Success: Key Review Points Separate the People from the Problem Focus on Interests not Positions Invent Creative Options for Mutual Gain Use Objective Criteria Use Consensus to decide Engage Behaviors that Support Consensus Two New Points: Get Buy in to use this Process Get Agreement on Ground Rules

15. How is IBA different from positional bargaining or problem solving ? (PROMPTS FOR DISCUSSION) It builds relationships It promotes creative solutions It identifies ways to satisfy the interests of several parties with one solution It focuses on “making the pie bigger” rather than dividing up the existing one It builds collaborative solutions with strong buy-in among multiple stakeholders It generates agreements that last

16. Mini-Negotiation: “Conference w/a Professor” (40 min) Read scenario to whole class / Q & A (5) Clarify Context (2 people) and Challenge: Tell the truth in a way that strengthens the relationship and allows other issues to be dealt with on their merits (5) Identify Process themes (5) Communication; separate people from problem; power imbalance; issue control; interpersonal skills. Set up in Groups of Four (5) 2 negotiators; 2 coaches Prepare (5) read confidential instructions Confer with coach Negotiate (10) Debrief (5) Aha’s? Surprises? What worked well? Take-aways for other situations? AND what didn’t work well? Do different next time?

17. Readings & Resources Getting to Yes , Fisher & Ury “ Getting to Yes ,” (A review of the book by Glaser, Conflict Research Consortium) “ Inventing Options for Mutual Gain,” http://www.va.gov/adr/invent.html Getting Past No , Ury “ Interest-Based Aikido: Taming the Positional Tiger,” Neil Bodine “ Find More Value at the Bargaining Table,” (Lawrence Susskind, Program on Negotiation at Harvard Law School)