Transcript Principled Negotiation

Principled Negotiation
 Scholars from the Harvard Negotiation
Project have suggested ways of dealing with
negotiation from a cooperative and interestbased perspective. They call this approach
“principled negotiation” because it rests on
four assumptions or principles.
Tricia S. Jones, Temple University,
copyright protect, March 2006
Separate the People From the
Problem
 As you identify the problem, make sure you
can distinguish between the issues to be
solved and the people involved. Try to:
– understand their perceptions
– monitor their emotions
– communicate effectively
Tricia S. Jones, Temple University,
copyright protect, March 2006
Focus on Interests NOT
Positions
 A position is a tangible outcome that
someone argues for. An interest is the
reason why that outcome is desired and an
underlying concern about the problem.
• there are usually multiple interests for any issue
• you don’t have to have common interests to find a
solution that meets them all
• the more you understand your interests and the other
party’s interests, the better able you are to find a
solution or solutions
that will produce mutual and
Tricia S. Jones, Temple University,
copyright protect, March 2006
lasting satisfaction.
Invent Options for Mutual
Gain - Brainstorm
 This is a process of creating as many
solutions as possible BEFORE you evaluate
them to decide which are the best options.
 Otherwise, good ideas never have a chance
to be suggested and discussed because
people are too busy arguing over the first
ideas introduced.
Tricia S. Jones, Temple University,
copyright protect, March 2006
Find Good Criteria
 Choosing a good solution or solutions
(remember you can have more than one),
depends on making sure that the criteria for
solutions are considered legitimate by the
parties. The criteria come from
– interests already identified by the parties,
especially common interests shared by all
parties
– external rules or policies that must be followed
Tricia S. Jones, Temple University,
copyright protect, March 2006
Pre-Negotiation Preparation
 Describe the Problem
– you define?
– they define?
– assumptions?
 Identify Interests
– your interests?
– their interests?
– assumptions?
Tricia S. Jones, Temple University,
copyright protect, March 2006
Negotiation
 clarify the problem
 explore interests
 brainstorm
 establish criteria
 select options
Tricia S. Jones, Temple University,
copyright protect, March 2006
Clarify the Problem
– your description
– their description
– if your descriptions are not the same?
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commonalities?
if not, importance to the parties?
logical reason to address one issue first?
Construct an agenda for dealing with multiple issues.
Tricia S. Jones, Temple University,
copyright protect, March 2006
Explore Interests
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Present Interests
State interests clearly
Clarify interests
Summarize Interests
Draw Attention to Common Interests
Tricia S. Jones, Temple University,
copyright protect, March 2006
Invent Options for Mutual Gain
(Brainstorm)
– Present the idea of brainstorming (generate
ideas without evaluation)
– Generate Ideas
– Clarify Ideas
– Summarize Options Generated
– Get Agreement on the List of Options
Tricia S. Jones, Temple University,
copyright protect, March 2006
Establish Criteria
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Explicitly State Criteria
Clarify Criteria
Prioritize Criteria (individually and jointly)
Select Preferred Negotiated Solution
Evaluate each Option with Criteria
Identify Preferred or Workable Options
Tricia S. Jones, Temple University,
copyright protect, March 2006