Group3 (1)
- 1. Focus on INTERESTS, Not Positions Han Jiaying 2017535005 Chen Jiaqi 2017535001 2019 March 19th
- 2. CONTENTS Reconcile interests, not positions1 2 How do you identify interests? Talking about interests3
- 3. Reconcile interests, not positions Interests define the problem. For every interest there usually exist several possible positions that could satisfy it . The basic problem in a negotiation lies not in conflicting positions, but in the conflict between each side's needs, desires, concerns, and fears. Also, behind opposed positions lie many more interests than conflicting ones.
- 4. How do you identify interests? Ask "Why? Put yourself in their shoes Ask "Why not?" Think about their choice Identify the basic decision that those on the other side probably see you asking them for Realize that each side has multiple interests. The most powerful interests are basic human needs Make a list
- 5. VS IF I SAY YES — I sell out the Revolution. — I will be criticized as pro- American. — The others will probably not agree with me; if they do and we release the hostages, then: — Iran looks weak. — We back down to the U.S. — We get nothing (no Shah, no money). — We do not know what the U.S. will do. BUT: + There is a chance that economic sanctions might end. + Our relations with other nations, especially in Europe, may improve. •Question Faced: "Shall I press for immediate release of the American hostages?” •Presently perceived choice of: An Iranian Student Leader IF I SAY NO + I uphold the Revolution. + I will be praised for defending Islam. + We will probably all stick together. + We get fantastic TV coverage to tell the world about our grievances. protection against U.S. intervention. … BUT: — Economic sanctions will no doubt continue. — Our relations with other nations, especially in Europe, will suffer. … HOWEVER: + The U.S. may make further commitments about our money, nonintervention, ending sanctions, etc. + We can always release the hostages later.
- 6. Find a checklist of consequences such as the following Impact on my interests: •Will I lose or gain political support? •Will colleagues criticize or praise me? Impact on the group's interests : •What will be the short-term consequences? The long-term consequences? •What will be the economic consequences (political, legal, psychological, military, etc.)? In constructing the other side's presently perceived choice the first question to ask is "Whose decision do I want to affect?" The second question is what decision people on the other side now see you asking them to make.
- 7. How do you identify interests? Ask "Why? Put yourself in their shoes Ask "Why not?" Think about their choice Identify the basic decision that those on the other side probably see you asking them for Realize that each side has multiple interests. The most powerful interests are basic human needs Make a list
- 8. Talking about interests Make your interests come alive Acknowledge their interests as part of the problem Put the problem before your answer One guideline is be specific. Concrete details not only make your description credible, they add impact If you want the other side to appreciate your interests, begin by demonstrating that you appreciate theirs Give your interests and reasoning first and your conclusions or proposals later
- 9. Look forward, not back. Be concrete but flexible. Be hard on the problem, soft on the people. Instead of arguing with the other side about the past ， talk about what you want to have happen in the future. "Illustrative specificity" is the key concept Successful negotiation requires being both firm and open Talking about interests