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Negotiation Strategies: A highly effective framework that will ensure success


Dominik Sachsenhofer - 25. June 2018 - 0 comments

Negotiation Strategies: A highly effective framework that will ensure success

Negotiating an agreement without giving in.

Get it here: Negotiating an agreement without giving in.

 

The Problem:

Don’t Bargain Over Positions

Arguing over positions produces unwise outcomes

Arguing over positions is inefficient

Arguing over positions endangers an ongoing relationship

When there are many parties, positional bargaining is even worse

Being nice is no answer

 

The Method:

Separate the People from the Problem

Negotiators are people first

Every negotiator has two kinds of interests: in the substance and in the relationship

The relationship tends to become entangled with the problem

Positional bargaining puts relationship and substance in conflict

Disentangle the relationship from the substance; deal directly with the people problem

Perception

Put yourself in their shoes

Don’t deduce their intentios from your fears

Don’t blame them for your problem

Discuss each other’s perceptions

Look for opportunities to act inconsistently with their perceptions

Give them a stake in the outcome by making sure they participate in the process

Face-saving: Make your proposals consistent with their values

Emotion

First recognize and understand emotions, theirs and yours

Pay attention to core concerns

Consider the role of identity

Make emotions explicit and acknowledge them as legitimate

Allow the other side to let off steam

Don’t react to emotional outbursts

Use symbolic gestures

Communication

Listen activey and acknowledge what is being said

Speak to be understood

Speak about yourself, not about them

Speak for a purpose

Prevention works best

Build a working relationship

Face the problem, not the people

 

Focus on Interests, Not Positions

For a wise solution reconcile interests, not positions

Interests define the problem

Behind opposed positions lie shared and compatible interests, as well as conflicting ones

 

Invent Options for Mutual Gain

Diagnosis

Premature judgment

Searching for the single answer

The assumption of a fixed pie

Thinking that solving their problem is their problem

Prescription

Separate inventing from deciding

Broaden your options

Look for mutual gain

Make their decision easy

 

Insist on Using Objective Criteria

Deciding on the basis of will is costly

The case for using objective criteria

Principled negotiation produces wise agreements amicably and efficiently

Developing objective criteria

Fair standards

Fair procedures

Negotiating with objective criteria

Frame each issue as a joint search for objective criteria

Reason and be open to reason

Never yield to pressure

 

Getting started

Get it here: Negotiating an agreement without giving in.

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