principled negotiation
Post on 21-Oct-2014
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A short overview of Principled Negotiation from teh book Getting to Yes by Roger Fisher and William Ury presented by Alec McPhedran of Skills Channel TV.TRANSCRIPT
:: SIX MINUTES AND FORTY SECONDS
Alec McPhedran
Skills Channel TV
ON PRINCIPLED NEGOTIATION
First of all, who are we?
We specialise in creative training. coaching and facilitation
We are experts about skills development
We focus on leadership, strategy, management and personal development
We help businesses and individuals change and grow
Our aim is to help people achieve
PRINCIPLED
PRINCIPLED NEGOTIATION
PRINCIPLED
Based on the book Getting to Yes, first published in 1981 by Roger Fisher and William Ury
TRAINING
COACHING MENTORING
Being instructed on what to do,sometimes all together
One to one developmenton a specific skill, mainly
being asked
Guidance, wisdom, challenge and support on
the person
POSITIONAL BARGAINING
PRINCIPLED NEGOTIATION
TRAINING
COACHING MENTORING
Being instructed on what to do,sometimes all together
One to one developmenton a specific skill, mainly
being asked
Guidance, wisdom, challenge and support on
the person
POSITIONAL BARGAINING
PRINCIPLED NEGOTIATION
…is essentially adversarial. Negotiators see theprocess as "win-lose," in which any gains by theopponent are losses by the negotiator
TRAINING
COACHING MENTORING
Being instructed on what to do,sometimes all together
One to one developmenton a specific skill, mainly
being asked
Guidance, wisdom, challenge and support on
the person
POSITIONAL BARGAINING
PRINCIPLED NEGOTIATION
…is an shared interest-based approach to negotiation thatfocuses primarily on finding a mutually shared outcome.
…is essentially adversarial. Negotiators see theprocess as "win-lose," in which any gains by theopponent are losses by the negotiator.
Negotiation is a transaction between two or more parties, leading
to an exchange of information resulting in
an agreed outcome with both parties having the
right to veto.Roger Fisher & William Ury
Principled Negotiation
Focus on interests, not positions
Separate people from problem
Don’t bargain over positions
Insist on using objective criteria
Invent options for mutual gain
Separate people from problem
1. Remember that people are human2. Emotions can become entangled with
the problem and can set ‘positions’3. Focus on the
people involved
4. Try to understand their perceptions5. Don’t assume you know how they feel6. Be able to see it from their side7. Openly discuss different perceptions8. Don’t blame people for problems
1. Underlying interests may be compatible2. Interests can inform positions3. Look at interest from their perspective4. Sharing interests can show both sides
not as opposed as initially thought
Focus on interests, not positions5. Seek to
understandtheir needs and wants
6. Money is NOT the most important driver, sometimes there are human needs
7. Openly discuss and understand interests
Invent options for mutual gain
1. When stuck, sit back and be creative in generating new ideas
2. Encourage looking at the bigger picture3. Don’t think your offer or view is the only
solution4. Step back from positions and refocus on
interests5. Try and solve
each others problems
6. Be prepared to lead and encourage brainstorming
Insist on using objective criteria
1. Bring standards of fairness or scientific merit to particular problems
2. Use recent comparisons or guides3. Be specific with facts4. Refer back to original aims and ideal
outcomes5. Review limitations, scope or authority
and autonomy6. Develop specific criteria where needed
Put forward your points WHO WHAT WHY WHERE WHEN HOW
Advocacy and Inquiry
Understand their situation WHO WHAT WHY WHERE WHEN HOW
PRINCIPLED And if you cannot agree?
PRINCIPLED BATNA
PRINCIPLED Best alternative to a
PRINCIPLED negotiated agreement
Having available options during a negotiation is a good alternative which empowers you with the confidence to either reach a mutually satisfactory agreement, or walk away to a better alternative.
BATNA
The cost - Ask yourself how much it will cost to make the deal relative to the cost of your best alternative. Cost estimation may entail both the short term and the long term. It boils down to figuring out which of your options is the most affordable.
Feasibility - Which option is the most feasible? Which one can you realistically apply over all the rest of your available options?
Impact - Which of your options will have the most immediate positive influence on your current state of affairs?
Consequences - What do you think or estimate will happen as you consider each option as a possible solution?
With thanks toThe Negotiation Experts
BATNA
Principled Negotiation
Positional Bargaining v’s Principled Negotiation
Working together on a shared outcome
Develop your BATNA
During a negotiation, it would be wise not to take anything personally. If you leave personalities out of it, you will be able to see opportunities more objectively.Brian Koslow
www.skillschannel.tv
www.skillschannel.tv
0845 83 777 63
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