William Ury é co-fundador do Programa de Negociação de Harvard e atual membro Senior do Projeto de Negociação da mesma Universidade. Durante a carreira, destacou-se por ajudar empresas e pessoas em grandes negociações. Na apresentação que fez no 11º Seminário de Negócios Internacionais, no dia 22 de outubro de 2010, Ury falou sobre o poder do não positivo. A apresentação está disponível no site do evento: www.acij.com.br/seni.

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Getting To YES: Using a
Positive No
The Art of Negotiation
William Ury
Harvard Negotiation Project
© 2010 William L. Ury 1

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Objectives
• Set up negotiating environment
for success
• Change the game from
confrontation to cooperation
• Become a negotiation champion
© 2010 William L. Ury 2

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Your Negotiating Situation
• Who are the parties?
• What is the issue?
• What do you want?
• What do they want?
© 2010 William L. Ury 3

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Approaches
High
Concern
for Their
Interests
Low
Low High
Concern for Our Interests
© 2010 William L. Ury 4

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Hard Adversarial Approach
High
Concern
for Their
Interests
Low
Low High
Concern for Our Interests
© 2010 William L. Ury 5

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Soft Accommodating Approach
High
Concern
for Their
Interests
Low
Low High
Concern for Our Interests
© 2010 William L. Ury 6

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Avoidance Approach
High
Concern
for Their
Interests
Low
Low High
Concern for Our Interests
© 2010 William L. Ury 7

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Mutual Gains Approach
High
Concern
for Their
Interests
Low
Low High
Concern for Our Interests
© 2010 William L. Ury 8

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Theme: Focus on Interests
Position:
Concrete demands or stances
Interests:
Underlying motivations -
needs, desires, fears, concerns
© 2010 William L. Ury 9

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3 Critical Challenges
1. Instead of avoiding:
Focus on interests
2. Instead of accommodating:
Protect your interests
3. Instead of attacking:
Connect with their interests
© 2010 William L. Ury 10

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Interests-Based Negotiation
Focus Protect Connect
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1. Go to the Balcony
A place of
• Perspective
• Calm
• Self control
“Keep Your Eyes on the Prize”
© 2010 William L. Ury 12

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Stop to Think
• Take as much time to prepare
as to talk
• Count to 10 before responding
• “Let me make sure I understand”
• Take frequent time-outs
© 2010 William L. Ury 13

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Suspend Your Reaction
• Observe your natural reaction
– Respond in kind
– Break off
– Give in
• Identify your “hot buttons”
• “Have” (vs. “be”) your emotions
© 2010 William L. Ury 14

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Your Balcony
“Hot Buttons” Techniques
• •
• •
• •
© 2010 William L. Ury 15

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Interests-Based Negotiation
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2. Develop Your BATNA
(Best Alternative To a Negotiated Agreement)
Agreement
Negotiation
BATNA
Best course of action
if you cannot reach agreement
© 2010 William L. Ury 17

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What BATNA Is and Is NOT
(Best Alternative To a Negotiated Agreement)
• A back up plan, not a fallback option
• A benchmark, not a bottom line
• Empowerment for you, not
punishment for them
© 2010 William L. Ury 18

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Use BATNA to Determine Your Bottom Line
BATNA Bottom line
Bottom line = minimum acceptable agreement
© 2010 William L. Ury 19

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Develop Your BATNA
• Brainstorm many alternatives,
develop a few, select one
• Develop a sequence of BATNAs -
from intermediate to ultimate
• Look for creative alternatives - e.g.
mediation
“BATNA = POWER”
© 2010 William L. Ury 20

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Know Their BATNA, Too
• What is their BATNA?
• What is the worst they can do to
you? (Your WATNA)
• Take away their stick
© 2010 William L. Ury 21

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Interests-Based Negotiation
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3. Step to Their Side
From Face to Face to Side by Side
© 2010 William L. Ury 23

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Put Yourself in Their Shoes
• Listen more than you talk
• Listen to understand, not to refute
• Paraphrase
© 2010 William L. Ury 24

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© 2010 William L. Ury 26

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The Power of Respect
• To look again (re-spect) -- to see the
Other
• To give value to yourself and the
Other
• To pay positive attention to the
Other
© 2010 William L. Ury 27

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Interests-Based Negotiation
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4. Reframe
• Reframing is one of your greatest
powers
• Move the spotlight away from
positions to interests, options, and
criteria
• Ask problem-solving questions
© 2010 William L. Ury 29

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Reframe Positions as Interests
Ask why:
“Help me understand your needs.”
“What will this achieve for you?”
Ask why not?:
“What would be wrong with…?”
“As I understand your interests, they are… Where
have I misunderstood them?”
… Don’t reject, redirect
© 2010 William L. Ury 30

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Reframe Positions as Options
• Invent before you evaluate
• Brainstorm a wide range of options
• Leverage differences
• Brainstorm jointly as “wizards”
© 2010 William L. Ury 31

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Use Objective Criteria
(independent standards for deciding
what is fair)
• Market value • Costs
• Precedent • Efficiency
• Law • Equal treatment
• Reciprocity • Scientific judgment
© 2010 William L. Ury 32

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Interests-Based Negotiation
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5. Deliver a Positive NO
• Begin with a Yes to your interests
• Proceed with a neutral, matter-of-fact
No
• End with a Yes: a constructive
proposal
“Stand on your feet, not on their toes”
© 2010 William L. Ury 34

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© 2010 William L. Ury 35

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Help Them Move Through the
Process of Acceptance
Anger
Anxiety Sadness
Denial Acceptance
Avoidance Problem-
solving
© 2010 William L. Ury 36

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“Because I/we
“Yes!” stand for/need…
………………
… … … … … …”
“I say No to/will
not… … … … …
“No.” ………………
… …”
“I therefore
propose… … …
“Yes?” ………………
… … … … … …”
© 2010 William L. Ury 37

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Interests-Based Negotiation
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I No Bridge
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6. Build a Golden Bridge
Start from where their thinking is:
Make it attractive for them to say “YES.”
© 2010 William L. Ury 39

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Satisfy Unmet Needs
Examples:
• Recognition
• Security
• Autonomy
• Power
© 2010 William L. Ury 40

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Help Write Their “Victory”
Speech
• Imagine that they say Yes to
your proposal
• How could they sell this to their
constituents?
• What would be their key talking
points?
© 2010 William L. Ury 41

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Their “Victory” Speech
Th Con ency(i.e., the boss, union m rs, city council, etc.)
eir stitu ir embe
KeyThemes Thir Vic ry S h
of e to peec
1.
2.
3.
4.
Mo L
st ikelyCriticisms Bes R pon
t es ses
1. 1.
2. 2.
3. 3.
© 2010 William L. Ury 42

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Interests-Based Negotiation
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Much Success
in Your Negotiations!
© 2010 William L. Ury 44