2. Harvard Negotiation Project
Began in 1983
In conjunction
with MIT and Tufts
Negotiation art
and a science
3. Getting to Yes Authors
Roger Fisher
Bruce Patton
William Ury
4. Getting to Yes
Dilemma: people see two ways to negotiate
1. Soft
2. Hard
Soft: avoid conflict, make concessions
Often end up exploited and feeling bitter
Hard: sees any situation as a contest of
wills
Exhausts people and resources and harms
relationships
5. Getting to Yes
Being nice is no answer
In soft negotiations: yield as necessary
to avoid conflict
(e.g. WWII)
B/t friends and family, it tends to be
efficient as it produces results quickly
But it does not ensure a wise agreement
6. Getting to Yes
Third way to negotiate: both hard and
soft
Principled Negotiation: decides issues on their
Merits
Look for mutual gains wherever possible.
Where interests conflict, insist that
results be based on some fair and
independent standards.
7. Getting to Yes
Arguing over positions produces
unwise agreements
Negotiators lock themselves into
positions which they must defend
The more you defend, the harder it is to
change a position
Position now involves ego and saving
face
8. Getting to Yes
Arguing over positions endangers an
ongoing relationship
Strains and sometimes shatters
relationships
One ego always ends up bruised
9. Principled Negotiation
4 Basic Points:
People: separate the people from the
problem
Interests: focus on interests, not
positions
Options: generate a variety of
possibilities before deciding what to do
Criteria: insists that the results be
based on some objective standard
10. Principled Negotiation
People: separate the people from the
problem
Emotions cloud objective merits
Egos become identified with
positions
Create Cognitive Dissonance
11. Principled Negotiation
Interests
Focus on interests, not positions
A position may obscure what you really
want
Ask Why? Ask Why not?
Ex: talks on nuclear testing breakdown
over number of inspections
12. Miscommunication
Lessee: “I always pay the rent
whenever she asks for it.”
Lessor: “He never pays the rent
until I ask for it.”
13. Fear of Uncertainty
People fear what the other side
intends to do!
quot;They met in a bar, where he
offered her a ride home. He took
her down unfamiliar streets. He said
it was a shortcut……
14. Try To Understand
You might say, quot;You have a strong
case. Let me see if I can explain it.
Here's the way it strikes me....quot;
Understanding is not agreeing!
Problem before Answer
15. Money Phrases
quot;Please correct me if I'm
wrong…quot;
quot;Could I ask you a few
questions to see whether my
facts are right?“
quot;What's the principle behind
your action?quot;
16. Principled Negotiation
Options: generate a variety of possibilities
before deciding what to do
Searching for the one right solution
inhibits creativity
example: argument over an orange
17. Principled Negotiation
Criteria: insists that the results be
based on some objective standard
Ex: market value, expert opinion,
custom, precedence or law
both parties can defer to a fair
solution without giving in to each
other
18. BATNA
Best Alternative To Negotiated
Agreement
Always keep in mind
Be careful about disclosing!
19. The one-text procedure
A mediator asks about interests
instead of positions. Asks “why?”
First, she tries to learn all she can
about the needs and interests.
Explores the possibility of a
recommendation
Involves preparing drafts and
asking for criticisms.
20. Common Tricks
Dubious Intentions
Incorporate compliance feature
Manipulate Physical Environment
Small Chair, Hot, Sun
Personal Attack
No eye contact, disguised insult
