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Negotiation - Coggle Diagram

- - - - A. People: Separate the people from the problem.
        
        1.1 don't bargain over position
        
        Be soft on the people, hard on the
        problem.
        
        Don't react to emotional outbursts
        
        Use symbolic gestures
        
        Proceed independent of trust.
        
        Put yourself in their shoes
        
        Discuss each other's perceptions
        
        Face-saving: Make your proposals consistent with their values.
        
        Listen actively and acknowledge what is being said
        
        Speak about yourself, not about them
      - Interests: Focus on interests, not positions
        
        Explore interests.
        
        Avoid having a bottom line.
        
        How do you identify interests?
        
        Ask "Why?"
        
        Ask "Why not?" Think about their choice.
        
        Realize that each side has multiple interests.
        
        The most powerful interests are basic human needs
        
        Make a list.
        
        Acknowledge their interests as part of the problem
        
        Look forward, not back
        
        Be concrete but flexible
        
        Be hard on the problem, soft on the people
      - Options: Generate a variety of possibilities before deciding what to do. invent options for mutual gain.
        
        Develop multiple options to choose
        from; decide later.
        
        Brainstorm
        
        Before
        
        Define your purpose
        
        Choose a few participants
        
        Change the environment
        
        Design an informal atmosphere
        
        Choose a facilitator
        
        During
        
        Seat the participants side by facing the problem
        
        Clarify the ground rules, including the no-criticism rule
        
        Record the ideas in full view
        
        After
        
        Star the most promising ideas
        
        Invent improvements for promising ideas.
        
        Set up a time to evaluate ideas and decide
        
        Multiply options by shuttling between the specific and the general: The Circle Chart.
      - Criteria: Insist that the result be based on some objective standard.
        
        Try to reach a result based on
        standards independent of will.
        
        Reason and be open to reasons; yield
        to principle, not pressure.
        
        Ask "What's your theory?"
        
        how did you arrive at that figure
        
        Each standard the other side proposes becomes a lever you can then use to persuade them
        
        how do you reach to that fiture?
        
        how does the company figure that?
        
        Never yield to pressure.
      - BATNA - best alternative to a negotiated agreement
        
        set a bottom line is not good
        
        The reason you negotiate is to produce something better than the results you can obtain
        without negotiating
        
        alternative?
        
        be flexible
        
        Develop your BATNA
        
        (1) inventing a list of actions you might conceivably take if no agreement is
        reached
        
        (2) improving some of the more promising ideas and converting them into practical
        alternatives; and
        
        (3) selecting, tentatively, the one option that seems best.
        
        Consider the other side's BATNA
        
        other side powerful - then negotiate on merits
      - Negotiation Jujitsu
        
        if push back - back to the positional bargain game
        
        refuse to react to attack to break the cycle
        
        Don't attack their position, look behind it.
        
        Don't defend your ideas, invite criticism and advice
        
        Ask questions and pause.
        
        "Please correct me if I'm wrong"
        
        "We appreciate what you've done for us"
        
        "Our concern is fairness"
        
        "We would like to settle this on the basis not of selfish interest and power but of
        principle"
        
        "Could I ask you a few questions to see whether my facts are right?"
        
        "Let me see if I understand what you're saying"
        
        "One fair solution might be...."
      - Dirty tricks? bargains?
        
        Deliberate deception
        
        Separate the people from the problem
        
        The other side may allow you to believe that they, like you,