Models of Negotiation

Ana Maria Parente

Soviet model
Negotiation Win- lose,
style used by doesnt admit
the leaders of reparticion
the soviet union profit
Stanlin was the
Extreme
greatest
position to
representation
achieve goals
of the model
Soviet Model -Considerations
1. Remain on the defensive side and always argue
Argue to distract the opponent from the central topic , don´t
explain your decisions to the other part

Try to get close to initial requests

Soviet Model -Considerations
• 2. Small concesions to the opponent

Test of patience for the other party , because of time pressures

they will prefere to grant concessions to advance
Soviet Model -Considerations
3. Mine is mine, yours is negotiable

Negotiate without making concesions, strengthens your winnings

Soviet Model -Considerations
4. The negotiators have limited authority and they can only give a few concessions.

Send negotiators with little authority ( or so the other part thinks) to avoid giving concessions

5. Threat to get results

If someone contradicts you , blackmail and threat them

6. Let the other part make the first step in the negotiation
Being the first shows weakness and interest
Soviet Model -Considerations
• 7. Deadlines Are Ignored
Harvard Model
Harvard Model
Developed by the Kennedy School of Government at Harvard
University, especially by teachers Roger Fisher, Howard Raiffa
and later James Sebenius

Is more than just getting to " yes . " A good agreement is one
Which is wise and efficient , and Which Improves relationships
Integrative model (Win - Win)
The Four Prescriptions of Principled
Negotiation
Separate the Focus on
People from Interests not
the Problem Positions

Create Insist on Using

Options for Objective
Mutual Gain Criteria
1. Separate the People from the Problem
Put yourself in the other's
place

Allow the other side to express their emotions

Don´t react emotionally to another’s emotional outbursts.

Try using “I” statements, such as “I feel” or “I think.”

2. Focus on Interests not Positions

Explain your interests clearly

Focus clearly on your

interests, but remain open to
different proposals and
positions
3. Create Options for Mutual Gain

Brainstorm for all

Evaluate the ideas
possible solutions to
proposed
the problem

Focus on shared
interests
Elements present in a negotiation model

1. Interest

2. Options

3. Alternatives

4. Legitimacy

5. Communication

6. Relationship
To explain the model lets
take the case of the
minimum wage negotiations
1. Interest

Professional The interests Initially,

or personal have a identify the
hierarchical interests of
order the other part
Interest

• Establish a wage can boost the

Government economy and generate social
welfare

• Sustain or improve the purchasing

Unions power
2. Options
• Proposals submitted to the other party that will solve my
problem , or achieve my goal

Government
and private • 4,5%
sector
Unions • 12%
.

3. Alternatives
• The solutions available outside the negotiating table. The
posibilities that each party has if they have to leave the
negotiation table

Fixing
Strike minimun
wage by law
4. Legitimacy
The agreement will be fair for the parties compared to some
external reference , some criteria to start that goes beyond the
mere will of either party
5. Communication
A result will be better if achieved efficiently, without wasting time
or effort. Efficient negotiation requires effective two-way
communication
.

6. Relationship
• Negotiations produce a better result to the extent that the
parties have improved their ability to work collaboratively .
• A crucial element is the ability to resolve fine differences
Which one is the best?

Type conflict Circumstances

Conduct of
the other part
Type of Conflict
Circumstances
Conduct of the other part
Sources
• Lewicki, R., Barry, B. and Saunders, D. (2011). Essentials of negotiation.
New York: McGraw-Hill/Irwin.
• Calle, M. (2007). ESTADO DEL ARTE EN EL ESTUDIO DE LA NEGOCIACIÓN
INTERNACIONAL. Medellin.
• Fisher, R., Ury, W. and Patton, B. (1991). Getting to Yes: negotiating
agreement without giving in. New York: Penguin Books.
• Gelfand, M. and Brett, J. (2004). The handbook of negotiation and culture.
Stanford, Calif.: Stanford Business Books.
• Jackman, A. (2006). Cómo Negociar: la vía rápida para lograr los resultados
que desea. Bogotá: Panamericana.
• Nierenberg, G. (1994). El negociador completo. México: Limusa/Noriega.
• Nixon, P. (2005). Negotiation. Singapore: Wiley.