principled negotiation

:: SIX MINUTES AND FORTY SECONDS

Alec McPhedran

Skills Channel TV

ON PRINCIPLED NEGOTIATION

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PRINCIPLED

PRINCIPLED NEGOTIATION

PRINCIPLED

 Based on the book Getting to Yes, first published in 1981 by Roger Fisher and William Ury

TRAINING

COACHING MENTORING

Being instructed on what to do,sometimes all together

One to one developmenton a specific skill, mainly

being asked

Guidance, wisdom, challenge and support on

the person

POSITIONAL BARGAINING

PRINCIPLED NEGOTIATION

TRAINING

COACHING MENTORING

Being instructed on what to do,sometimes all together

One to one developmenton a specific skill, mainly

being asked

Guidance, wisdom, challenge and support on

the person

POSITIONAL BARGAINING

PRINCIPLED NEGOTIATION

…is essentially adversarial. Negotiators see theprocess as "win-lose," in which any gains by theopponent are losses by the negotiator

TRAINING

COACHING MENTORING

Being instructed on what to do,sometimes all together

One to one developmenton a specific skill, mainly

being asked

Guidance, wisdom, challenge and support on

the person

POSITIONAL BARGAINING

PRINCIPLED NEGOTIATION

…is an shared interest-based approach to negotiation thatfocuses primarily on finding a mutually shared outcome.

…is essentially adversarial. Negotiators see theprocess as "win-lose," in which any gains by theopponent are losses by the negotiator.

Negotiation is a transaction between two or more parties, leading

to an exchange of information resulting in

an agreed outcome with both parties having the

right to veto.Roger Fisher & William Ury

Principled Negotiation

Focus on interests, not positions

Separate people from problem

Don’t bargain over positions

Insist on using objective criteria

Invent options for mutual gain

Separate people from problem

1. Remember that people are human2. Emotions can become entangled with

the problem and can set ‘positions’3. Focus on the

people involved

4. Try to understand their perceptions5. Don’t assume you know how they feel6. Be able to see it from their side7. Openly discuss different perceptions8. Don’t blame people for problems

1. Underlying interests may be compatible2. Interests can inform positions3. Look at interest from their perspective4. Sharing interests can show both sides

not as opposed as initially thought

Focus on interests, not positions5. Seek to

understandtheir needs and wants

6. Money is NOT the most important driver, sometimes there are human needs

7. Openly discuss and understand interests

Invent options for mutual gain

1. When stuck, sit back and be creative in generating new ideas

2. Encourage looking at the bigger picture3. Don’t think your offer or view is the only

solution4. Step back from positions and refocus on

interests5. Try and solve

each others problems

6. Be prepared to lead and encourage brainstorming

Insist on using objective criteria

1. Bring standards of fairness or scientific merit to particular problems

2. Use recent comparisons or guides3. Be specific with facts4. Refer back to original aims and ideal

outcomes5. Review limitations, scope or authority

and autonomy6. Develop specific criteria where needed

Put forward your points WHO WHAT WHY WHERE WHEN HOW

Advocacy and Inquiry

Understand their situation WHO WHAT WHY WHERE WHEN HOW

PRINCIPLED And if you cannot agree?

PRINCIPLED BATNA

PRINCIPLED Best alternative to a

PRINCIPLED negotiated agreement

Having available options during a negotiation is a good alternative which empowers you with the confidence to either reach a mutually satisfactory agreement, or walk away to a better alternative.

BATNA

The cost - Ask yourself how much it will cost to make the deal relative to the cost of your best alternative. Cost estimation may entail both the short term and the long term. It boils down to figuring out which of your options is the most affordable.

Feasibility - Which option is the most feasible? Which one can you realistically apply over all the rest of your available options?

Impact - Which of your options will have the most immediate positive influence on your current state of affairs?

Consequences - What do you think or estimate will happen as you consider each option as a possible solution?

With thanks toThe Negotiation Experts

BATNA

Principled Negotiation

Positional Bargaining v’s Principled Negotiation

Working together on a shared outcome

Develop your BATNA

During a negotiation, it would be wise not to take anything personally. If you leave personalities out of it, you will be able to see opportunities more objectively.Brian Koslow

www.skillschannel.tv

www.skillschannel.tv

0845 83 777 63

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