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23 Cards in this Set
- Front
- Back
1) Don’t Bargain Over Positions |
Arguing over positions: - Produces unwise agreements - Is inefficient - Endangers an ongoing relationship - When there are many parties, positional bargaining is even worse
- Eliminates alternatives |
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2) Separate the People |
- Negotiators are people first Every negotiator has two kinds of interests: In the substance In the relationship |
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Problems ... |
- The relationship tends to become entangled with this - Positional bargaining puts relationship and substance in conflict - Separate the relationship from the substance - Deal directly with the people problem |
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Perceptions... |
- Put yourself in their shoes - Don’t deduce their intentions from your fears - Don’t blame them for your problems - Discuss each other’s perceptions |
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Strategy... |
- Look for opportunities to act inconsistently with their perceptions
- Give them a stake in the outcome by making sure they participate in the process
- Face-saving: Make your proposals consistent with their values |
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Emotion... |
- First recognize and understand emotions, theirs and yours - Make emotions explicit and acknowledge them as legitimate - Allow the other side to let off steam - Don’t react to emotional outbursts - Use symbolic gestures |
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Communication... |
- Listen actively and acknowledge what is being said - Speak to be understood - Speak about yourself, not about them - Speak for a purpose |
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Prevention Works Best...
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- Build a working relationship
- Face the problem, not the people |
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3) Focus on Interests, |
- For a wise solution reconcile interests, not positions
- Interest define the problem
- Behind opposed positions lie shared and compatible interests, as well as conflicting ones |
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Identify interests |
- Ask “Why?”/ “Why not?” - Think about their choice - Realize that each side has multiple interests - The most powerful interests are basic human needs - Make a list |
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Talking about Interests: |
- Make your interests come alive - Acknowledge their interests as part of the problem - Put the problem before your answer - Look forward, not backward - Be concrete but flexible and candid
Be hard on the problem, soft on the people |
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4) Invent Options |
Diagnosis: - Premature judgement - Searching for the single answer - The assumptions of a fixed pie - Thinking that “solving their problem is their problem” |
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Prescription... |
Separate inventing from deciding Before brainstorming: - Define your purpose - Choose a few participants - Change the environment - Design an informal atmosphere - Choose a facilitator |
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During the Brainstorming... |
- Seat the participants side by side facing the problem - Clarify the ground rules, including the no-criticism rule Brainstorm
- Record the ideas in full view |
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Insist on Using |
- Market value - Precedent - Scientific judgement - Professional standards - Efficiency - Equal treatment - Tradition - Reciprocity - Never yield to pressure, only principle |
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What If They Are |
Develop Your BATNA – & Protecting Yourself
- Knowing your BATNA - The insecurity of an unknown BATNA
Formulate a trip wire |
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Making the Most of |
- Develop your BATNA
- The better your BATNA, the greater your power
- Consider the other side’s BATNA |
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What If They Won’t Play? |
Negotiation Jujitsu: - Don’t attack their positions, look behind it - Recast an attack on you as an attack on the problem - Don’t defend your ideas - Invite criticism and advice - Ask questions and pause |
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Getting Them To Play |
- “Help me understand your approach” - “Please correct me if I’m wrong” - “We appreciate what you’ve done for us” - “We would like to settle this on the basis of independent standards.” |
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Keep at It |
- “May I ask some questions to clarify my understanding?” - “What’s the principle behind your actions?” - “Let me see if I understand what you’re saying” - “One solution might be…”
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What If They Use Dirty Tricks? |
Some Common Tricky Tactics: Deliberate Deception: - Phony Facts - Ambiguous Authority - Dubious Intentions - Less than full disclosure is not the same as deception |
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Psychological Warfare |
- Stressful situations - Personal attacks - The good guy/bad guy routine - Threats |
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Positional Pressure Tactics |
- Refusal to negotiate - Extreme demands - Escalating demands - Lock-in tactics - Hardhearted Partner
A calculated delay |