Fisher and Ury: Review: Getting To Yes
Fisher and Ury: Review: Getting To Yes
Getting to Yes
Principled Negotiation
Collaborative Negotiation
Integrative Negotiation
Interest-based Negotiation
Negotiation on the Merits
Distributive Negotiation
Position Based Negotiation
Zero Sum Negotiation
Hard Bargaining Negotiation
Competitive Negotiation
Wise Agreement
Meets legitimate interests of each side
Resolves conflicting interests fairly
Is amicable
Is durable
Takes community interests into account
Positional Bargaining
Arguing over positions produces unwise
agreements
Arguing over positions is inefficient
Arguing over positions endangers
ongoing relationships
Positions are the “what” I want
Soft vs Hard Style
Participants are friends Participants are adversaries
Goal is agreement Goal is victory
Make concessions to cultivate Demand concessions as
relationship condition of relationship
Hard on people and problem
Soft of people and problem Distrust others
Trust others Dig in to your position
Change your position easily Make threats
Make offers
Soft vs. Hard style
Disclose your bottom line Mislead as to you bottom
Accept one-sided losses line
Insist on agreement Demand one-sided gains
Avoid contest of will
Search for single answer
Yield to pressure
you will accept
Insist on your position
Try to win contest of will
Apply pressure
Principled Negotiation
Separate people from the problem
Focus on interests not positions
Invent options for mutual gain
Insist on using objective criteria
Stages of Principled Negotiation
Analysis
Planning
Discussion
Separate People from Problem
Negotiators are people first
Negotiator interested in:
1. Substance
2. Relationship
Positions become entangled with the
relationship
Solving People Problems
Perceptions
1. Conflict exists in people’s heads
2. Put yourself in their shoes
Plus a slice
Obstacles that inhibit creating options
Premature Judgment
Searching for the single answer
Assuming there is a fixed pie. Viewed as
fixed or zero-sum game
Thinking solving their problem is their
problem
Prescription for inventing options
Separate inventing from deciding
1. Brainstorming session with friends
• Don’t criticize
• Don’t evaluate
• Find most promising solutions
• Improve on other good ideas
• Finalize list and evaluate
2. Consider brainstorming with other side
Circle Chart - page 68
Look for Mutual Gain
Not a fixed pie of solutions
Identify shared interests
1. Latent in every negotiation
2. Opportunities/not godsends
3. Stressing interests makes negotiations
smoother
Dovetailing differing interests
Ask for their preferences
Low cost to me - high cost to them(differences in
forecasts, risks, time
Make their decision an easy one
Whose shoes - who do you want to
influence
What decision- give them an answer
rather than a problem
Threats are not enough
Understand how they will perceive the solution you
suggest. Put yourself in their shoes
Insist on Using Objective Criteria
Fair Standards
Fair Procedures -
1. dividing a piece of cake
2. Flipping a coin
3. Drawing lots
4. Third party chooses
5. Last best offer arbitration
Insist on Objective Criteria
Make it a joint search for criteria
Begin negotiations by agreeing on
standard to be applied
Never yield to pressure
BATNA
Best Alternative to a Negotiated
Agreement
1. Not a bottom line - too inflexible
2. Plan ahead for BATNA
3. Use a trip-wire
A BATNA is to help you avoid making a
mistake
Know your WATNA
Know the other’s BATNAS and WATNAS
Prepare for the Negotiation
Know your BATNAs
Know your WATNA
Know your tripwire
Bottomline
The other parties BATNA, WATNA
Create strategies and tactics and
responses to what other’s may use