This document discusses various aspects of effective negotiation strategies and tactics. It outlines different negotiation styles like integrating, obliging, dominating, and compromising. It also lists assumptions that should be made before negotiating, such as both parties having needs to be met, avoiding a win-lose philosophy, issues being potentially negotiable, and considering the other person's needs. The document defines principled negotiation as deciding issues based on merits rather than positions, and focuses on separating people from problems, interests over positions, inventing mutual gain options, and using objective criteria. It concludes with questions for discussion about negotiation styles and examples of focusing on interests leading to agreement.

1. Negotiation
Strategy and
Tactics
By Lisa Luper

2. Negotiation Styles and
“Personal
traits of
Outcomes
negotiators
• Integrating
– Working with everybody involved in order to come up with a
often affect solution that is acceptable to everyone involved (178).
negotiation
• Obliging
outcomes. It
– Conceding to the wishes of the other party and attempting to
is therefore “keep the conflict with the other to myself” (178).
of practical • Dominating
value to – Using my authority, influence, and expertise to “make a decision
understand in my favor” (178).
various • Compromising
negotiating – Looking for middle ground and using negotiation and a “give and
behaviors” take” strategy in order to resolve an impasse (178).
(Tubbs, 177) • Avoiding
– I try to keep disagreements myself and avoid conflict altogether
(178).

3. “Darling,
Assumptions
The following are assumptions that we should hold
nothing is before entering into negotiations:
final 'til
• Both parties have some needs to be met
you're dead,
– “The more we are able to recognize the other party’s needs, the more
and even likely we are to be successful in negotiating” (179).
then, I'm • Both parties should avoid a win-lose philosophy
sure God – We should remember our paths may cross again. If we want to be treated
negotiates.” favorable in the future, we should be careful how we treat others now.
(179)
--Baroness • Many issues are (potentially) negotiable
– Although not everything can be negotiated, it can be easy to think that
Rodmilla De some things are final (such as a deadline) that might not be. It doesn’t hurt
Ghent to ask (179, 180).
“Ever After,” • To be successful, you must consider the other person’s needs
1998 – “Always keep in mind that in order to negotiate successfully, you must keep
the other person’s needs in mind” (180).
• Meanings and standards are not always the same
– The words one party uses may have a different meaning to the other party.
Make sure that meanings are defined in order to avoid misunderstandings
(180).

4. Definition
of
Principled Negotiation:
Principled
• Separate people from the problem
Negotiation:
– Remember to keep the negotiation in the context of
relationship and use respect (181).
“Deciding an
issue based • Focus on interests, not positions
on its merits – Ask questions to find out what the other party’s needs are
rather than rather than taking a firm position right away (181, 182).
by taking • Invent various options for mutual gain
positions – Carefully look at the “definition of the problem, the
and trying symptoms of the problem, the root causes of those
to get the symptoms, and the criteria for an effective solution” before
other party brainstorming solutions for the problem (183).
to come to • Use objective criteria
our – Compare your position with others that have already been
position” decided in similar situations (183).
(181).

5. Questions for Discussion
• What does your negotiation style look
like?
• Can you think of a time when you and
somebody else were able to come to
agreement when you focused on
interests rather than positions?

6. Works Cited
Tubbs, Stewart. Human Communication—Principles and Contexts. Twelfth
Edition. McGraw Hill. 2010.