1) The document discusses an approach to principled negotiation developed by Fisher, Ury, and Patton in their book Getting to YES. This approach aims to produce wise, efficient, and relationship-friendly agreements. 2) The principled negotiation approach involves separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria. 3) Key aspects of the approach include understanding both your and the other side's interests, developing creative solutions, and basing agreements on fair standards rather than compromising positions.

1. Torc Thumbnail # 4
Getting to YES
- Negotiating Agreement
Without Giving In
© Torc Consulting Group

2. Getting to YES: Negotiating Agreement Without Giving In
Getting to YES: Negotiating Agreement
Without Giving In
by Roger Fisher, William Ury & Bruce Patton.
© Torc Consulting Group

3. Getting to YES: Negotiating Agreement Without Giving In
According to Fisher & Ury any method of agreement
may be fairly judged by three criteria:
1.
2.
3.
It should produce a wise* agreement if agreement is
possible
It should be efficient
It should improve or at least not damage the relationship
between parties
*A wise agreement can be defined as one which meets the
legitimate interests of each side to the extent possible,
resolves conflicting interests fairly, is durable, and takes
community interests into account.
© Torc Consulting Group

4. Getting to YES: Negotiating Agreement Without Giving In
Positional Bargaining – where each side
takes a position, argues for it and makes
concessions to reach a compromise – does
not produce agreements which meet the three
criteria.
© Torc Consulting Group

5. Getting to YES: Negotiating Agreement Without Giving In
To support the case against positional bargaining
they state:

Arguing over positions produces unwise agreements

Arguing over positions is inefficient

Arguing over positions endangers an ongoing relationship

Where many parties are involved, positional bargaining
leads to more complex negotiations

Any negotiation primarily concerned with the relationship
runs the risk of producing a sloppy agreement.
© Torc Consulting Group

6. Getting to YES: Negotiating Agreement Without Giving In
The Principled Negotiating Approach is
designed to address and meet the three
criteria and involves the following steps:
1.
2.
3.
4.
People – Separate the people from the problem
Interests – Focus on interests, not positions
Options – Generate a variety of possibilities
before deciding what to do
Criteria – Insist that the result be based on some
objective standard
© Torc Consulting Group

7. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Separating the People from the Problem
Every person involved in dispute resolution has two
interests:
a)
b)
in the substance - our own interests in the problem
in interpersonal relationships
When relationships become entangled with the problem,
negotiations can fail or not produce a fair and robust
outcome.
© Torc Consulting Group

8. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Separating the People from the Problem – contd.
The people side of negotiations can be addressed by:



Clarifying perceptions
Allowing emotions to be expressed
Maintaining clear communications
Separating people from the problem allows parties to deal
with the human aspect in parallel with addressing the
problem on its merits.
© Torc Consulting Group

9. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Focus on Interests, Not Positions

Your position is something you have decided on, your
interests are what caused you to so decide.

It is important to build a picture of your own and of the
various interests of those other parties involved in the
negotiations.

Interests can be identified by asking Why? and Why
Not? as distinct from What?
© Torc Consulting Group

10. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Focus on Interests, Not Positions cont/d

Establish the legitimacy of your interests and
demonstrate that you appreciate the other party
interests

Present your interests before outlining your proposals.

Don’t overlook basic human needs e.g. security,
economic wellbeing, a sense of belonging, recognition,
control over one’s life.
© Torc Consulting Group

11. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Invent Options For Mutual Gain
In negotiations the four major obstacles that inhibit the
inventing of options are:




Premature judgement
Searching for a single answer
The assumption of a fixed pie
Thinking that ‘solving their problem is their problem’
© Torc Consulting Group

12. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Invent Options For Mutual Gain
To generate creative options you need to:




Separate the act of inventing options from the
act of judging them
Try to broaden options
Search for mutual gains
Invent ways to make their decisions easy
© Torc Consulting Group

13. Getting to YES: Negotiating Agreement Without Giving In
Principled Negotiating Approach
Insist on Using Objective Criteria
Develop objective criteria based on fair standards or
fair procedures.
Open the discussion on objective criteria by:



Framing each issue as a joint search for objective
criteria
Reason and be open to reason as to which
standards are most appropriate and how they
should be applied
Never yield to pressure, only to principle.
© Torc Consulting Group

14. Getting to YES: Negotiating Agreement Without Giving In
On the question of pressure a refusal to yield
except in response to sound reasons is an easier
position to defend –publicly and privately –than is
a refusal to yield combined with a refusal to
advance sound reasons.
© Torc Consulting Group

15. Getting to YES: Negotiating Agreement Without Giving In
What if they are more powerful?
Develop a BATNA – Best Alternative to a
Negotiated Agreement

In preparation for negotiations it is necessary to develop the
alternatives against which to measure a proposal against. Also
try to develop the other party’s BATNA.

Whether you should or should not agree on something in a
negotiation depends entirely on the attractiveness to you of
the best available alternative

The better your BATNA, the greater your power.
© Torc Consulting Group

16. Getting to YES: Negotiating Agreement Without Giving In
What if the other side won’t play to the same rules
and insist on attacking your proposals and
maximising their gains?



Continue to concentrate on the merits rather than
positions
Rather than resisting their force, seek out and
discuss the principles underlying the other side’s
positions
Consider using a third party to mediate
© Torc Consulting Group

17. Getting to YES: Negotiating Agreement Without Giving In
What if the other negotiator uses dirty tricks?

Recognise the tactic explicitly

Question the tactic, not their personal integrity

Insist on using objective criteria

As a last resort – turn to your BATNA and leave the
negotiations
© Torc Consulting Group

18. Getting to YES: Negotiating Agreement Without Giving In
For further information, please contact:
Tony Roe
Torc Consulting Group
4 Lower Pembroke Street
Dublin 2
Ph : +353-1-6623020
tr@torc.ie
© Torc Consulting Group