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Harvard Negotiation Method Part II
Harvard Negotiation Method Part II
Harvard Negotiation Method Part II
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Elements of the Harvard Negotiation Method
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Elements of the Harvard Negotiation Method
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Elements of the Harvard Negotiation Method
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Focus on Interests NOT Positions
•Positions: Simple statements about what you want. No reasons, no
subtlety, no justification. Just a demand:
– I want the orange!
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Focus on Interests NOT Positions
• there are usually multiple interests for
any issue
• you don’t have to have common
interests to find a solution that meets
them all
• the more you understand your
interests and the other party’s
interests, the better able you are to
find a solution or solutions that will
produce mutual and lasting
satisfaction.
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Focus on Interests NOT Positions
• Interests define the problem
• Behind positions lie interests
• Interest categories
– Shared
– Compatible
– Conflicting
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Focus on Interests NOT Positions
• Reconcile interests
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Focus on Interests NOT Positions
What are the positions?
What are the interests?
Why does it matter?
Is there a way to meet both sides’ interests at once?
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Identify their interests
• Ask “Why?”
• Ask “Why not?”
– What are their other choices?
• Multiple interests
– Recall our earlier class
discussions of this
• Interests: the power of basic
human needs
• Making lists
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Talk openly about interests
• Show concern for their interests
• Put their problem ahead of your
answer
• Make your interests come alive
• Look ahead, not behind
• Be concrete but flexible
• Hard on problem, soft on people
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Elements of the Harvard Negotiation Method
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Invent Options for Mutual Gain
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Invent Options for Mutual Gain
• Prescription Method:
– Separate inventing from
deciding
– Broaden your options
– Look for mutual gains
– Make their decision easy
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Separate inventing from deciding
1.
2.
Invent Options First 3. Decide which is best
4.
5.
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Invent Options for Mutual Gain
• Brainstorms:
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Invent Options for Mutual Gain
• Brainstorm:
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Broaden your options
• Look for help from a variety of experts
• Invent agreements of different strengths
• Change the scope of a proposed agreement
• Multiply options: the Circle Chart exercise (next)
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Circle Chart for Inventing Options
What is wrong
Step II. Analysis Step III. Approaches
In Theory • Diagnose the problem
• Sort symptoms into • What are the possible
categories strategies or
• Suggest causes prescriptions?
• Observe what is lacking • What are some
theoretical cures?
• Note barriers
• Generate broad ideas
about what might be
done.
Step I. Problem
• What’s wrong?
• What are current
symptoms? Step IV. Action Ideas
• What are disliked • What might be done?
facts contrasted with • What specific steps
a preferred solution? might be taken to deal
with the problem?
In the real world
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Look for mutual gains
• Identify shared interests
• Merge differing interests
– What is the difference?
– Different beliefs?
– What is their value of time?
– Different forecasts about the future?
– Risk aversion differences?
• What are their preferences?
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Make their decision easy
• Whose shoes?
• What decision?
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Elements of the Harvard Negotiation Method
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Use Objective Criteria
Criteria: insists that the results be based on some
objective standard
• for example, market value, expert opinion, custom,
precedence or law
• both parties can defer to a fair solution without
giving in to each other
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Case for objective criteria
• Principled negotiations
– Smarter
• Finding data, information that help inform a better decisions for
both parties
– Efficient
• No time wasted in testing each other’s will
– Less hostility
• No need to get angry if we looking for objective data
– Protects the relationship
• Mutual hunt for an objective basis
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Developing objective criteria
Fair standards Fair procedures
– Market value – Coin flips
– Precedent – Cut and choose
– Scientific judgments – Veil of ignorance choices – not
– Professional standards knowing your part
– Efficiency – Taking turns
– Costs – Drawing lots
– Court decisions – Letting a third party decide
– Equal treatment – Choosing the last best offer
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Negotiating with objective criteria
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The joint search for objective criteria
• What is fair to both sides?
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Reason and be open to reason
• Keep an open mind
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Never yield to pressure
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Yes, but . . .
• What if they
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Modelo Simplificado
Relación y
Reflexión
Comunicación
Intereses
Intereses nuestros
de ellos
Opciones de
mutuo beneficio
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