Getting to YES:
The Problem
The METHOD
1. Do not negotiate on the basis of positions.
People negotiate on the basis of positions where they assume a position, argue for it, and make concessions to reach a compromise.
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.
The discussion of positions produces senseless agreements
Negotiators:
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.
The danger of a negotiation according to positions is that the parties have not designed an inspection procedure that could reconcile the interest.
Discussion of positions is inefficient
Position bargaining creates incentives that delay agreement
from an extreme position,
If there is greater attention to positions, there is less attention to satisfying the underlying interests and concerns of the parties.
stubbornly sustaining
misleading the other party as to his true point of view
making small concessions only when necessary
Position-based negotiation
Soft
It is a smooth negotiation when the participants are considered friends
The goal is to reach an agreement
Concessions are reached to cultivate the relationship
Be gentle on people and tough on the problem
Trust others
Make offers
It requires a multitude of individual decisions
Hard
Negotiator decides
what to offer
what to refuse
It is a tough negotiation when the participants are adversaries
The goal is victory
It is hard with the problem and the people
Cheats about his last position
Distrust others
Always keep your position
how much to concede
Discussion of positions jeopardizes a relationship
Based on principles
It is a negotiation based on principles when the participants are solving a problem
Separate people from the problem
Proceeds regardless of trust
Invent options for mutual benefit
Insist on objective criteria
Be gentle on people and tough on the problem
Separate people from the problem
We must understand that not all people take problems in the same way, there are many times when they take them in a more positive or negative way, we must always separate people from the problem since that will make the negotiation more effective and both parties must understand that you always want to reach an agreement that satisfies your interests.
Negotiation based on positions becomes a confrontation of wills.
Each negotiator states what he will or will not do.
Designing an acceptable solution = a battle to change the other's position.
Example: united nations meetings are short to the positional negotiations.
Being nice is not the solution
Being friendly in this kind of negotiation makes anyone facing someone playing the hard version vulnerable.
The hard dominates the soft, it will be more favorable for the hard negotiator than for the soft.
Two levels.
- 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.
Points defining the direct method of negotiation and what should be done
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.
An example where we can see the different perceptions of people is in a lease
Lessee
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
Landlord
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
Both parties must understand the other's point of view and try to reach a good agreement in which both are satisfied. In this case, the person must also be separated from the problem so as not to generate misunderstandings and reach a quick solution.
How are interests identified? ✅
Ask yourself, "Why?"
What are the interests that prevent them
do it?
Whose decision do I want to affect?
Realize that each party has multiple interests
The most powerful interests are basic human needs
safety
economic wellness
a sense of belonging.
recognition
control over one's life
The discussion about interests
The object of the negotiation is to favor your interests
Make your interests come alive.
If you want the other party to take your interests into account, explain what they are
be specific
establish the legitimacy of interests
Recognize that their interests are part of the problem.
People listen more carefully if they feel that you have
understood
State the problem before your answer.
If you want someone to listen and understand your reasoning
explain first your interests and reasoning
explain your conclusions or proposals
Look ahead, not back.
The question "Why?" has two very different meanings
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.
Be concrete but flexible.
The key concept is "illustrative specificity
An open mind is not the same as an empty mind.
Be hard on the problem, and soft on the people.
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.
Diagnostic
Main obstacles
premature judgments
the search for a single answer
the assumption that the cake is of a fixed size
the belief that "the solution to their problem is theirs.
Premature judgment
when inventing options is collecting information
that can weaken your position in the negotiation
To invent creative options, you need:
separate the act of inventing options from the act of judging them
expand the options under discussion instead of looking for a single answer
seek mutual benefits : :
invent ways to make it easier for others to make their decision.
Negotiation on the merits of the case has three basic elements:
Formulate each aspect as a common search for objective criteria.
Be reasonable, and listen to reasons, regarding the criteria that may be the more appropriate and on how to apply them.
Never give in to pressure, only to principles. In short, focus
in objective criteria firmly but also with flexibility.
.
Emotions
Comunication
The emotions of one party will generate emotions in the other.
Fear can produce anger, and anger, fear.
Emotions can lead to the negotiation stalling or breaking down quickly.
Inquire about
What is causing the emotions.
Why are you
annoyed? Why are they?
Speak in order to be understood
Speak with a purpose
Listen carefully and acknowledge what they say.
Communication is never easy, not even between people who have common experiences.
Without communication there is no negotiation.
Focus on interests, not positions
Interests define the problem.
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.
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.