This document outlines the principles of principled negotiation, which is designed to reach agreements in a way that satisfies interests and builds relationships. It discusses analyzing interests, generating multiple options for mutual gain, and agreeing on objective standards to evaluate options. The key aspects are separating people from problems, focusing on interests not positions, inventing options for mutual benefit, and basing the result on objective criteria rather than wills of the parties.

1. Getting to

2. Don’t Bargain Over Positions

3. Negotiation
• Back-and-forth
communication
designed to reach an
agreement
• You and the other side
have some interests
– In common
– Opposed
– Maybe simply different

4. Principled Negotiation
• Decide issues on their
merits
• Look for mutual gains
• Fair, independent
standards
• Hard on merits, soft on
people
• No tricks
• No posturing
• All-purpose strategy

5. Three Criteria
1. Produce a Wise
Agreement
2. Efficient
3. Improve or at least not
damage the
relationship between
the parties.

6. Wise Agreement
• Meets the legitimate
interests of each side
• Resolves conflicting
interests fairly
• Durable
• Sustainable
• Takes community
interests into account

7. Solutions
• Carefully crafted to
meet the legitimate
interests of the parties
• Mechanical splitting of
the differences.

8. Arguing
• Start with extreme
position and stubbornly
hold on
• Deceiving the other party
as to your true views
• Dragging one’s feet
• Threatening to walk out
• Stonewalling
• Contest of wills
• Anger and resentment

9. Anger and resentment
• One side sees itself
bending to the rigid will
of the other while its
own legitimate
concerns go
unaddressed
• Bitter feelings

10. Establish an Accepted Process
• Different cultural
backgrounds
• Different countries
• Procedural rules
• Negotiation on the
merits

11. 4 Point Methodology
• People: separate the
people from the problem.
• Interests: focus on
interests, not positions.
• Options: Invent multiple
options looking for
mutual gain before
deciding what to do.
• Criteria: Insist that the
result be based on some
objective standard.

12. 3 Stages
• Analysis
• Planning
• Discussion
• Closing

13. Analysis
• Gather information
• Identify and quantify
your interests and those
of the other side.
• Consider
– People problems
– Unclear communications

14. Planning
• Rank your interests by
priority and importance
• Realistic objectives
• Create Options
• Criteria for deciding
among them

15. Discussion
• Each side should come to
understand the interests
of the other.
• Listen
• Together generate
options that are mutually
advantageous.
• Seek agreement on
objective standards for
resolving opposed
interest.

16. Matrix
Analysis Planning Discussion
People
Interests
Options
Criteria

17. Most Important