Getting To Yes Excerpt
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The document outlines an alternative approach to positional bargaining called principled negotiation. It involves separating the people from the problem, focusing on interests instead of positions, and inventing options for mutual gain. Some key aspects of this approach are understanding each party's perceptions and emotions, actively listening to develop objective criteria for decisions, and ensuring all interests are acknowledged and considered to find a wise agreement. Developing a strong alternative to an agreement and not giving into pressure tactics are also discussed.
Getting To Yes Excerpt
- 1. Getting to Yes © 2008 Martijn Sjoorda For This Summary
- 2. Buy the book… See this book on Amazon »
- 3. 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 – There is an alternative…
- 4. The Method • Separate the People from the Problem – Negotiators are people first – Every negotiator has two kinds of interests: substance & relationship – The relationship tends to become entangled with the problem – Positional bargaining puts relationship & substance in conflict – Separate the relationship from the substance, deal directly with the people problem
- 5. Perception • Put yourself in their shoes • Don’t deduce their intentions 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
- 6. Emotion • First recognise and understand emotions, theirs and yours • 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
- 7. Communication • Listen actively and acknowledge what is being said • Speak to be understood • Speak about yourself, not about them • Speak for a purpose
- 8. Prevention works best • Build a working relationship • Face the problem, not the people
- 9. 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 • How do you identify interests? – Ask “Why?” – Ask “Why not?” – Realize that each side has multiple interests – The most powerful interests are basic human needs – Make a list
- 10. Talking about interests • Make your interests come alive • Acknowledge their interests as part of the problem • Put the problem before your answer • Look forward, not back • Be concrete but flexible • Be hard on the problem, soft on the people
- 11. Invent options for mutual gain Diagnosis • Pitfalls: – Premature judgement – Searching for the single answer – The assumption of a fixed pie – Thinking that ‘solving their problem is their problem’
- 12. Invent options for mutual gain II Prescription • Separate inventing from deciding – (brainstorming) – Consider brainstorming with the other side • Broaden your options (Circle Chart) – Look through the eyes of different experts – Invent agreements of different strengths – Change the scope of a proposed agreement
- 13. Circle Chart
- 14. Invent options for mutual gain III • Look for mutual gain – Identify shared interests – Dovetail different interests • Any difference in interests? • Different beliefs? • Different values placed on time? • Different forecasts? • Differences in aversion to risk? – Ask for their preferences – Make their decision easy • Whose shoes? • What decision? • Making threats is not enough?
- 15. 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 & efficiently • Developing objective criteria: – Fair standards – Fair procedures • Negotiating with objective criteria: – Frame each issue as a joint search for objective criteria – Ask “What’s your theory?” – Reason and be open to reason – Never yield to pressure
- 16. Yes, BUT… • What if they are more powerful? Develop your BATNA (Best Alternative To a Negotiated Agreement) – Protecting yourself • The costs of using a bottom line • Know your BATNA • The insecurity of an unknown BATNA • Formulate a trip wire
- 17. Yes, BUT… • Making the most of your BATNA – The better you BATNA, the greater your power – Develop your BATNA – The insecurity of an unknown BATNA – Consider the other side’s BATNA
- 18. Yes, BUT… • The other side won’t play – Use negotiation jujitsu – Don’t attack their position, look behind it – Don’t defend your ideas, invite criticism and advice – Recast an attack on you as an attack on the problem – Ask questions and pause…
- 19. Yes, BUT… • What if they use dirty tricks? – Taming the hard bargainer – How do you negotiate about the rules of the game? Use the basics (Separate, Focus, Invent, Insist) – Common tricky tactics: • Deliberate deception – Phony facts – Ambiguous authority – Dubious intentions – Less than full disclosure is not the same as deception • Psychological warfare – Stressful situations – Personal attacks – Good guy/bad guy routine – Threats
- 20. Yes, BUT… • Positional pressure tactics – Refusal to negotiate – Extreme demands – Escalating demands – Lock-in tactics – Hardhearted partner – A calculated delay – “Take it or leave it”
- 21. Want to talk? • Martijn Sjoorda martijn.sjoorda@whyconsulting.nl +31 614908830 www.whyconsulting.nl • Or check out our facebook page: www.facebook.com/WhyConsulting