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PRINCIPLED NEGOTIATION - Coggle Diagram
PRINCIPLED NEGOTIATION
DON'T NEGOTIATE BASED ON POSITIONS
CRITERIA FOR JUDGING THE TRADING METHOD
Lead to a sensible agreement
Must be efficient
Improve and not deteriorate the relationship between the parties
SENSATE AGREEMENT
Satisfies the legitimate interests of both parties to the extent possible
Resolves conflicts of interest fairly
It is durable
Considers the interests of the community
POSITION-MAKING FUNCTIONS
Tell the other party what you want
Basis in an uncertain situation
Under pressure
Can produce the terms of an acceptable agreement
DISCUSSION ABOUT POSITIONS
PRODUCE INSANE DEALS
IT IS INEFFICIENT
ENDANGERS THE RELATIONSHIP
TYPES OF NEGOTIATION
SOFT NEGOTIATION
Offers and concessions
Trust the other
Insist on reaching an agreement
HARD NEGOTIATION
Participants are opponents
The goal is victory
Try to win in a clash of wills
PRINCIPLE-BASED NEGOTIATION
Consists of focusing on basic interests, mutually satisfying options, and fair criteria, usually producing a prudent agreement
Participants are solving a problem
Achieve a sensible result in an efficient and friendly manner
DIRECT METHOD OF NEGOTIATION
People: Separate the people and the problem
We have a hard time communicating clearly.
Emotions are intermingled with the objective merits of the problem.
The egos or conscious part of people identify with their positions.
People observe the world from our personal point of view that often confuses perceptions with reality.
Misunderstandings can reinforce the prejudices produce reactions.
Before starting to work on the underlying problem, it must be identified and solved separately from personal problems.
Interests: Focus on INTERESTS, not positions
In order to reach a prudent solution, we must focus on interest, not positions.
When we focus on positions, we often reach an impasse.
The problem is a conflict between needs, desires, worries and fears from the parts. Those are the interests which motive people.
Positions are something decided, but the motive behind are interests.
EXAMPLE
Positions: Israel wanted to keep part of Mount Sinai. Egypt wanted full sovereignty over Sinai.
Interests: Israel interest was security by not having Egyptian troops on Mount Sinai. Egypt interest was sovereignty.
Solution: Egypt gets to keep Sinai territory with the condition to demilitarize it.
Why it is effective
There were many positions that could satisfy the same interest.
There are many interests behind the positions, not only those oppose each other-> There could be shared interests or maybe different but compatible ones.
It is possible to reach an agreement due different interest.
Example:
The shoemaker prefers my $30 over keeping the pair of shoes.
I prefer having a pair of shoes over my $30.
How to identify interests
Interests can be implicit, intangibles or inconsistent.
Ask “Why?”
The best form to identify the other part interest is by analyzing why they are taking that position.
Think about your counterpart options.
Analyse what they might think you want them to do.
Explore their possible reasons to take that position.
Analyse the consequences.
Don’t try to be 100% precise. It’s not math, is a human decision.
More than a two-part negotiation
Behind each part there are other actors who might be affected by the decision, and each part its sensible to their interest too.
To understanding the negotiators interest, you try to understand the interest of those who might be affected by que consequences.
Communicate your interests
There is a higher chance to satisfy your interest if you explain them to the other part.
Be specific, use details to cause an impact.
Avoid suggesting that the other part’s interests are not important or legit.
Acknowledge both part’s interests as part of the problem.
Explain the problem before your solutions.
Focus on future goals.
Be flexible, but not too much. Focus on interest so your flexibility doesn’t put you in disadvantage.
Separate the people from the problem. Be hard with the problem, but kind with people.
The options
The criteria