Problem Solving Strategies: Principled Negotiations

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Problem Solving Strategies Principled
Negotiations
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Anatomy of a Conflict A Framework for Analysis
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(No Transcript)
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Problems of Compromise
Claim Value
Create Value

Effectiveness Range Competitive Moves
Cooperative Moves Divide Pie -
Distribution Expand Pie - Joint
Gains
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Negotiation Strategies

• Hard
• Soft
• Principled

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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

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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

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Separate the people . . .

• Exploring perceptions/ step into their shoes

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• Position - Predetermined solution. What you
  want
• Interest - Your desires, needs, and concerns,
  underlying position.Why you want your solution

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Interests

• Based on . . .
• human need

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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.
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• 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.
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Eliciting interests

• Technique 1 Reflective Listening
• Youre 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?

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Expand the pie

• Invent before you decide
• Brainstorm all possible solutions

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Test Options Against Standards or Objective
Criteria

• Fairness
• Workability
• Affordability
• Acceptability

Examples
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BATNA

• Best alternative to a negotiated agreement