"Getting
to Yes"
(Principled Negotiation)
Conflict is a growth industry:
Everyone negotiates
something every day
"The Golden Rule
of Organizational Politics"
Whoever has the gold makes
the rules
But ...
It takes less gold if
you know the rules.
Beliefs Conducive to Problem
Solving
-
Availability of a mutually acceptable solution
-
Desirability of mutually acceptable solution
-
Cooperation rather than competition
-
Everyone of equal value
-
Views of others genuine statements of intentions
-
Differences of opinion helpful
-
Trustworthiness of others
-
Other party can compete but chooses to cooperate
-
Cognitive balance
Criteria for Successful Negotiation:
-
Wise agreement
if possible
-
Efficient
use of time and other resources
-
Improved relationship
(not damaged) between parties
Negotiation is ...
an attempt to serve
your interests
...
and
their interests.
General Approach to Negotiation
...
-
If they have strength, you must have merit.
-
If they have muscle, you must have principle.
-
Change perceptions of resources from scarce to abundant.
-
Recognize mutuality of interests.
-
Seek problem solving instead of conflict.
|
|
Video Clip from Saving Private Ryan
Note that the Captain (Tom Hanks) changes perceptions twice by "reframing"
the soldier's questions regarding:
1. Firing a weapon
2. Using a pen. |
Cognitive Balance:
We
seek congruency in the beliefs we simultaneously hold. We cannot
comfortably see an opponent as...
-
a decent person, and
-
someone who is out to get us.
Negotiation Principles
Outline
-
The problem
-
(Don't bargain over positions)
-
The Method
Focus on Interests, Not Positions
-
Interests Define the Problem
-
Ask Why? Why Not?
-
Realize Each Side has Multiple Interests
-
Make Your Interests Come Alive
Invent Options for Mutual
Gain
"Integrative Bargaining, a process by which parties
attempt to explore options to increase the size of the joint gain" (Walton
and McKersie, 1965).
Insist on Objective Criteria
-
Develop Fair Standards of Measurement in Advance
-
Develop Fair Procedures
-
3 Points ...
-
Frame each issue as a joint search for objective criteria
-
Reason and be open to reason concerning standards
-
Never yield to pressure, only to principle
Example of a Principled Negotiation
(to overcome positional bargaining)
What would you do as "Tom"?
1
Insurance Adjuster
-
We have studied your case, and we have decided the policy applies. That
means you are entitled to a settlement of $3,300.
Tom
-
I see. How did you reach that figure?
2
Insurance Adjuster
-
That's how much we decided the car was worth.
Tom
-
I understand; but what standard did you use to determine that amount?
Do you know where I can buy a comparable car for that much?
3
Insurance Adjuster
-
How much are you asking for?
Tom
-
Whatever I am entitled to under the policy. I found a second-hand car
just like it for $3,850. Adding sales and excise tax, it would come to
about $4,000.
4
Insurance Adjuster
Tom
-
I'm not asking for $4,000, or $3,000 or $5,000, but for fair compensation.
Do you agree that it is only fair that I get enough to replace the car?
5
Insurance Adjuster
-
OK, I'll offer you $3,500. That's the highest I can go. Company policy.
Tom
-
How does the company figure that?
6
Insurance Adjuster
-
$3,500 is all you'll get. Take it or leave it.
Tom
-
$3,500 may be fair. I don't know. I certainly understand your position
if you are bound by company policy. But unless you can state objectively
why that amount is what I'm entitled to, I think I'll do better in court.
Let's study the matter and talk again. Is Wednesday at eleven a good time
to talk?
7
Insurance Adjuster
-
OK, Mr. Griffith, I've got an ad here in today's paper offering a 19XX
YYY for $3,400.
Tom
-
I see. What does it say about the mileage?
8
Insurance Adjuster
Tom
-
Because mine had only 25,000 miles. How many dollars does that increase
the worth in your book?
9
Insurance Adjuster
Tom
-
Assuming the $3,400 as one possible base, that brings the figure to
$3,550. Does the ad say anything about a radio?
10
Insurance Adjuster
Tom
-
How much extra for that in your book?
11
Insurance Adjuster
Tom
-
How much for air conditioning? ...
12
After 30 minutes of discussion,
Tom left with a check for$4,012.
He had overcome the positional
tactics of the insurance
adjuster.
People Problems
-
Emotions
-
Perception
-
Communication
Objective Criteria
-
Each issue is a joint search for criteria
-
Reason openly about standards
-
Yield to principle, never to pressure
-
Insist upon objective criteria
Something must give,
and we want it to give
in a useful (to us)
reassessment.
Suggestion:
-
Support the person
-
Attack the problem
-
Thereby invite the other party to disassociate from the
problem
-
And to work with you to solve it.
Example:
Personally support the driver of a truck speeding through
your neighborhood, but oppose that practice. The driver may work with you
... to solve a mutual problem.
Perception:
-
Put Yourself In Their Shoes
-
Look for Opportunities that are Inconsistent
with Their Perceptions
-
Give Them a Stake in the Outcome
-
Offer Face Saving Proposals Consistent
with Their Values
Emotions:
-
Recognize/Acknowledge the Emotions
of Both Sides
-
Let Them "Let Off Steam"
-
Don't React to Emotional Outbursts
Communication:
-
Listen Actively and Acknowledge What is Said
-
Speak to be Understood
-
Speak About Yourself, Not Them
-
Don't View Each Other as Adversaries
"Learning-Styles" Approach
-
In the Real World, What is Wrong?
-
In Theory, What is Wrong?
-
In Theory, What Might Be Done?
-
In the Real World, What Might Be Done?
-
Your Position is Something You Decided on, Your Interests
are What Made You Decide
-
For Every Interest, There are Several Positions That Satisfy
It
-
What are You Asking for?
-
Why Haven't They Accepted?
-
Make a List to Sort Out the Varying Interests
-
The Most Powerful Interests are Basic Human Needs (see
Maslow)
-
Security
-
Economic Well Being
-
A Sense of Belonging
-
Recognition
-
Control Over One's Life
" Often the wisest solutions, those that produce the
maximum gain for you at the minimum cost to the other side, are produced
only by strongly advocating your interests. Two negotiators, each
pushing hard for their interests, will often stimulate each other's creativity
in thinking up mutually advantageous solutions."
Four Mistakes:
-
Premature judgment
-
Search for single answer
-
Assumption of fixed pie
-
Solving their problems is their problem
Four Guidelines:
-
Separate inventing options from judging solutions
-
Broaden everyone's options
-
Look for mutual gain through shared interests
-
Flow from problem to solution