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Problem Solving Strategies: Principled Negotiations. Anatomy of a Conflict: A Framework for Analysis. Problems of Compromise. Claim Value Create Value Effectiveness Range

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Presentation Transcript


Problems of Compromise

Claim Value Create Value

Effectiveness Range

Competitive Moves Cooperative Moves

Divide Pie - Distribution Expand Pie - Joint Gains


Negotiation strategies
Negotiation Strategies

  • Hard

  • Soft

  • Principled


Getting to yes fisher and ury
Getting to Yes (Fisher and Ury)

  • Criteria

    • Wise agreement (meets legitimate interests of both sides, resolves conflicting interests fairly, is durable, takes community interests into account)

    • Efficient

    • Improve relationship


Method
Method

  • Separate the people from the problem

  • Focus on interests, not positions

  • Generate a variety of possibilities before deciding what to do/invent options for mutual gains

  • Insist the result be based on some objective standard


Separate the people
Separate the people . . .

  • Exploring perceptions/ step into their shoes


  • Position - Predetermined solution.“What” you want

  • Interest - Your desires, needs, and concerns, underlying position.“Why” you want your solution


Interests
Interests

  • Based on . . .

    • human need


Principles

Process

Results

Use differences as a natural resource

Separate people from the problem

Good agreements

Good relations

Attack Problems

Raise Discover Generate Test Against Develop

Issues Interests Options Standards Agreements

Respect People

Emotions

Communication

Understanding

Source: Adapted from Tomas Dunne. Center for Conflict Management. Internal Revenue Service.


  • Selecting and Clarifying Issues

  • Gain agreement on what the issue(s) are

  • Gain agreement on the sequence in which they will be addressed

  • Identify data that needs to be considered to make high quality decisions

Source: Fisher, Roger and Ury, William (1981). Getting to Yes: Negotiating Agreement

Without Giving In. New York: Penguin Books.


Eliciting interests
Eliciting interests

  • Technique 1: Reflective Listening

  • “You’re concerned about . . .?”

  • Technique 2: Chunking

  • “If you were able to have your position,

  • what benefits would accrue, what

  • difference would it make, what would

  • having it do for you . . .?”

  • WHY?


Expand the pie

  • Invent before you decide

  • Brainstorm all possible solutions


Test Options Against Standards or Objective Criteria

  • Fairness

  • Workability

  • Affordability

  • Acceptability

Examples:


Batna
BATNA

  • Best alternative to a negotiated agreement


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