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Getting to YES: - Coggle Diagram

- - - - Example:
        Customer-owner negotiation.
      - The negotiation method is judged on three aspects:
        1.Lead to a sensible agreement.
        2.Be efficient
        3.Improve, or at least not deteriorate, the relationship between the parties.
      - The most common way to negotiate = take and abandon a series of positions.
      - Position taking functions:
        
        Let the other party know what you want.
        
        Serves as a basis in an uncertain situation and under pressure.
        
        Produces terms of an acceptable agreement.
  - - - Wants to "good look" in reconciling future actions with past positions.
      - Can reconcile the original interests of the parties.
      - His ego identifies with his position.
      - Convinces the other of the impossibility of changing his initial position.
      - Clarifies its position and more and defends itself.
  - - - from an extreme position,
      - stubbornly sustaining
      - misleading the other party as to his true point of view
      - making small concessions only when necessary
    - - Negotiator decides
        
        what to offer
        
        what to refuse
        
        how much to concede
  - - - The hard dominates the soft, it will be more favorable for the hard negotiator than for the soft.
    - - The essential: may be about your salary, the terms of a lease, or the price of something.
      - Implicit form: soft-hard bargaining - procedure for dealing with the essentials - used when negotiating with other countries.
    - - People: Separate the people from the problem.
      - Interests: Focus on interests, not positions.
      - Options: Generate a range of possibilities before deciding to act.
      - Aspects: Insist that the outcome be based on some objective criteria.
  - - - safety
      - economic wellness
      - a sense of belonging.
      - recognition
      - control over one's life
  - - - If you want the other party to take your interests into account, explain what they are
    - - be specific
      - establish the legitimacy of interests
    - - People listen more carefully if they feel that you have
        understood
  - - - One looks towards looking for a cause and believes that our behavior is determinated by past events
      - The other looks forward looking of a goal and believes that our behavior responds to our free will
      - We can decide if we are going to look backwards or forwards.
  - - - it is important to separate people from the problem
      - listen respectfully, be courteous, express appreciation for the time and effort they put into it
      - To be successful in a negotiation you need to be both firm and open.
- - - - Lessee perceptions
      - the rent is already too high
      - With the increase in other costs, I cannot pay more for housing
      - the apartment needs painting
      - I know people who pay less for a similar home always paid the rent on time
      - the landlord is indifferent and distant never asks me how I am
    - - I am a considerate person who does not interfere in the tenant's private life
      - You never pay the rent Unless I collect it from you
      - I know people who pay more for such an apartment
      - the tenant has deteriorated the apartment for its use
      - with increasing other costs I need a higher income
      - the rent hasn't been raised in a long time
      - Landlord perceptions
- - - - Inquire about
        
        What is causing the emotions.
        
        Why are you
        
        annoyed? Why are they?
  - - - Communication is never easy, not even between people who have common experiences.
        
        It's better to prevent
        
        It implies creating a personal and organizational relationship with the other party, which is capable of protecting people from both sectors against the blows of negotiation.
    - - Interests define the problem.
      - The basic problem in a negotiation is not the conflict between positions
        
        But the conflict between the needs, desires, concerns and fears of the parties.
- - - - seek mutual benefits : :
        
        invent ways to make it easier for others to make their decision.
- - - - Never give in to pressure, only to principles. In short, focus
        in objective criteria firmly but also with flexibility.