Preparing for a Negotiaton
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The document outlines steps for effectively preparing for a negotiation, including identifying interests, gaining understanding of other parties, and planning for resolution. It recommends listing priorities and common ground, understanding shifts in perceptions over time, and bridging differences with evidence while anticipating triggers and consequences to reach the best agreement.
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Getting To Yes
Negotiating Agreement Without Giving In
By Roger Fisher and William Ury
I. Don’t Bargain Over Positions
• Any method of negotiation may be fairly judged by three criteria:
o It should produce a wise agreement if agreement is possible
o It should be efficient
o And it should not damage the relationship between the parties
• A wise agreement can be defined as one that meets the legitimate
interests of each side to the extent possible, resolves conflicting
interests fairly, is durable and takes community interests into account.
• Arguing over positions is inefficient
o Negotiators tend to lock themselves into their positions. The
more they clarify their position and defend it, the more
committed they are to it. Ego gets involved.
o The more they try to convince the other side of their position,
the more difficult it becomes to compromise.
o Negotiators start by taking an extreme position and taking small
concessions only to keep negotiating going. The same is true
for the other side.
o The more extreme the more drawn out the negotiation
• Being nice is no answer
o Pursuing a soft and friendly form of positional bargaining makes
you vulnerable to someone who plays a hard game of positional
bargaining.
o If your response to sustained, hard positional bargaining is soft
positional bargaining, you will probably lose your shirt.
• There is an alternative – principled negotiation can be boiled
down to four basic points:
o People – separate the people from the problem. The
participants should see themselves as working side by side,
attacking the problem, not each other
o Interests – focus on interests, not positions
o Options – Generate a variety of possibilities for mutual gain
before deciding what to do
o Criteria – Insist that the result be based on some objective
standard
Getting To Yes
Page 2 of 11
Getting To Yes
Page 2 of 11
Getting To Yes
Page 3 of 11
II. Separate the People from the Problem
• Negotiators are people first –
o You are dealing with human beings, not abstract representatives.
They have emotions, deeply held values, and different backgrounds
and viewpoints.
o Be sensitive to the people around you.
• Put yourself in their shoes –
o Seeing the situation as the other side sees it, is one of the most
important skills a negotiator can possess.
o If you want to influence them, you also need to understand
empathetically their point of view.
o Understanding their point of view is not the same as agreeing with
it.
• Address the other side’s concerns
o It is common in negotiation to treat as “unimportant” those
concerns of the other side perceived as not standing in the way of
an agreement.
o To the contrary, communicating loudly and convincingly things you
are willing to say that they would like to hear can be one of the
best investments you as a negotiator can make.
III. Focus on Interests, Not Positio.
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1. Used conjoint analysis to assess the customer value of attributes for a sample of 129 washing machine models. This provided a measure of customer value for each model.
2. Compared the customer values from the conjoint analysis to the actual market prices of the 129 models using regression analysis.
3. Found limited alignment between price and customer value, with overpricing and underpricing of products being common. This suggests that value-based pricing is not fully established in practice in this market.
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Este documento contiene información sobre la deformación plástica del gneis en el este de Connecticut, incluyendo enlaces a sitios web sobre el comportamiento rígido y dúctil de las rocas, tipos de fallas, pliegues y capas invertidas. También incluye una foto de un cantar rodado de esquisto con un filón de cuarzo plegado y enlaces a recursos educativos sobre tectónica de placas.
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The relationship between customer value and pricing strategies
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The document discusses different negotiation strategies and frameworks. It describes principled or joint negotiation as striving for win-win outcomes by understanding interests, generating options, separating people from the problem, and agreeing on objective criteria. Key aspects of principled negotiation include focusing on interests rather than positions, developing multiple options, and using fair standards agreed by both parties. The document contrasts principled negotiation with soft or hard positional bargaining approaches.
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2) Key aspects of principled negotiation are dealing directly with perceptions, emotions, and communication to resolve "people problems", identifying shared and conflicting interests, and developing multiple solutions to address all interests.
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1) Solve problems creatively by adopting a positive attitude, approaching problems collaboratively, and thinking beyond traditional solutions.
2) Plan strategically using democratic strategic planning methods like defining a shared vision and identifying barriers.
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The document discusses different negotiation methods, focusing on traditional bargaining and interest-based bargaining (IBB).
It describes the stages of traditional bargaining as preliminary, information, competitive/distributive, and cooperative/integrative. IBB is then introduced as an alternative that aims to satisfy mutual interests through joint problem-solving, rather than one side gaining at the expense of the other.
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Getting To Yes
Negotiating Agreement Without Giving In
By Roger Fisher and William Ury
I. Don’t Bargain Over Positions
• Any method of negotiation may be fairly judged by three criteria:
o It should produce a wise agreement if agreement is possible
o It should be efficient
o And it should not damage the relationship between the parties
• A wise agreement can be defined as one that meets the legitimate
interests of each side to the extent possible, resolves conflicting
interests fairly, is durable and takes community interests into account.
• Arguing over positions is inefficient
o Negotiators tend to lock themselves into their positions. The
more they clarify their position and defend it, the more
committed they are to it. Ego gets involved.
o The more they try to convince the other side of their position,
the more difficult it becomes to compromise.
o Negotiators start by taking an extreme position and taking small
concessions only to keep negotiating going. The same is true
for the other side.
o The more extreme the more drawn out the negotiation
• Being nice is no answer
o Pursuing a soft and friendly form of positional bargaining makes
you vulnerable to someone who plays a hard game of positional
bargaining.
o If your response to sustained, hard positional bargaining is soft
positional bargaining, you will probably lose your shirt.
• There is an alternative – principled negotiation can be boiled
down to four basic points:
o People – separate the people from the problem. The
participants should see themselves as working side by side,
attacking the problem, not each other
o Interests – focus on interests, not positions
o Options – Generate a variety of possibilities for mutual gain
before deciding what to do
o Criteria – Insist that the result be based on some objective
standard
Getting To Yes
Page 2 of 11
Getting To Yes
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Getting To Yes
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II. Separate the People from the Problem
• Negotiators are people first –
o You are dealing with human beings, not abstract representatives.
They have emotions, deeply held values, and different backgrounds
and viewpoints.
o Be sensitive to the people around you.
• Put yourself in their shoes –
o Seeing the situation as the other side sees it, is one of the most
important skills a negotiator can possess.
o If you want to influence them, you also need to understand
empathetically their point of view.
o Understanding their point of view is not the same as agreeing with
it.
• Address the other side’s concerns
o It is common in negotiation to treat as “unimportant” those
concerns of the other side perceived as not standing in the way of
an agreement.
o To the contrary, communicating loudly and convincingly things you
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Negotiation strategy and planning involves 10 key steps: 1) defining goals, 2) identifying issues, 3) assembling and prioritizing issues, 4) defining interests, 5) assessing alternatives, 6) determining limits, 7) analyzing the other party, 8) setting targets and opening positions, 9) considering context, and 10) presenting issues. Effective planning helps negotiators achieve objectives, while lack of planning leaves results to chance. Goals, issues, interests, alternatives, and limits must be understood for both sides.
Prob solnegho
This document discusses strategies for effective negotiation. It outlines two main approaches: advantage seeking, which prioritizes individual gain in the short term but can damage relationships, and joint gain seeking, which takes more time but expands opportunities for mutual benefit over the long run. Key tactics for joint gain seeking include focusing on interests rather than positions, developing multiple options to link differences, using objective criteria, and separating people from the problem. Trust is important but must be built through authentic communication and keeping commitments. The document provides advice for negotiations involving groups, such as establishing process norms and facilitating discussions to ensure all voices are heard.
negotiation skills
Negotiation involves discussion and compromise between two or more parties who want something from each other. The negotiation process typically involves flexible communication to reach a mutually beneficial outcome where neither side is considered a clear winner or loser. Key aspects of negotiation include establishing goals, understanding influences like time constraints and attitudes, and employing strategies like integrating interests to find agreements all sides find acceptable.
integrative negotiation
This document discusses integrative negotiation. It focuses on addressing interests rather than positions, exchanging information to invent options for mutual gain, and using objective criteria. The key steps are to identify and define the problem, understand interests and needs on both sides, generate alternative solutions, and evaluate and select among alternatives. Factors that facilitate success include a shared goal, problem-solving ability, validating each other's perspectives, commitment to working together, trust, and clear communication. Integrative negotiation can be difficult due to past relationships, believing issues can only be resolved distributively, and the mixed-motive nature of most negotiations.
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Preparing for a Negotiaton
- 1. PREPARING FOR A NEGOTIATON John D. Hipsley jhipsley@igc.org
- 2. Preparing for a Negotiation • INTERESTS • UNDERSTANDING • RESOLUTION
- 3. 7 Interest Questions 7 Describe an ideal agreement 6 Specify objective criteria 5 Identity areas of difference 4 Specify areas of common ground 1 List and prioritize your interests 2 List and prioritize their interests 3 Define methods of cooperation
- 4. 4 Understandings 1 Describe initial perceptions 4 Explain process of changed feelings 2 Explain shifts in perceptions 3 Describe initial feelings
- 5. 9 Steps to Resolution 1. Bridge alternative perceptions with evidence 2. Anticipate emotional triggers 3. Compare your short term emotional return to long term financial gain 4. Specify next best alternative (solution) to the problem 5. Prioritize alternatives 6. Get educated on potential issues 7. List consequences of no agreement 8. Create two settlement agreements 9. Describe value and role of a neutral
- 6. LexIkon Learning from the Future