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Six negotiation principles help both sides get more of what they want.
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Six negotiation principles help both sides get more of what they want.
Poor negotiation often leads to conflict or missed opportunities.
“Getting to Yes: Negotiating Agreement Without Giving In” is a classic book on negotiation. It has helped millions of people learn a better way to negotiate.
In this book, Roger Fisher, William Ury and Bruce Patton brought up 6 principles that introduced the world to the possibilities of mutual-gains negotiation, or integrative negotiation. It means that negotiators don't have to choose between either waging a strictly competitive, win-lose negotiation battle or caving in to avoid conflict.
By listening closely to each other, treating each other fairly, and jointly exploring options to increase value, negotiators can find ways of getting to yes that reduce the need to rely on hard-bargaining tactics and unnecessary concessions.
In negotiation, it's easy to forget that our counterparts have feelings, opinions, values and unique backgrounds that contribute to what they do and say during talks.
When misunderstanding and conflict arise in negotiation, we need to deal with the "people problem" directly rather than trying to gloss over it with concessions.
Strive to imagine the situation from their counterpart's viewpoint.
If someone is refusing to back down from a hardline position, ask her how she thinks things are going.
Exploring each side's perceptions openly and avoiding the tendency to blame are key negotiation skills.
We tend to begin our negotiation by stating our positions.
For example, a homeowner might say to a developer: "I won't allow you to develop this property".
When we stake our firm positions, we set ourselves up for impasse.
In our goal of getting to yes, we need to draw out the interests underlying our counterpart's positions by asking questions, such as, "Why is this property important to you?"
By identifying what interests are motivating the other party, and sharing your own interests, you can open up opportunities to explore tradeoffs across issues and increase your odds of getting to yes.
Be sure that you and your counterpart have ample opportunities to express and discuss any strong emotions related to your negotiation.
Allowing one another to speak your mind will benefit both sides.
Freed from the burden of unexpressed emothions, people will become more likely to work on the problem.
When you know that you will have your turn to express how you are feeling, it will be easier for you to listen when your counterpart has his turn.
Fisher, one of the authors stressed the importance of expressing appreciation as a means of breaking through impasse.
No one likes to feel unappreciated, and this is particularly true in a negotication.
Communication in a positive way is a much more effective means of getting to yes than blaming and criticizing.
Instead of speaking on behalf of your group, speak only for yourself.
You can find the difference throughout the following statement:
"Everyone on the team feels that you're not performing well": This will distract the listener from your message, because he will wonder who has been talking about her;
"Your recent work has fallen short of your high performance levels": Talk about what you personally have observed instead.
If the other side announces a firm position, you may be tempted to criticize and reject it. if they criticize your proposal, you may be tempted to defend it and dig yourself in.
They push you hard, and you will tend to push back...
To head off this vicious cycle, the authors introduce a negotiation skill they called "Negotiation Jujitsu", which involves avoiding escalation by refusing to react.
They advise us to channel our resistance into more productive negotiation strategies.