450: Getting To The Yes Quiz

Front 1

1) Don’t Bargain Over Positions

Back 1

Arguing over positions:

- Produces unwise agreements

- Is inefficient

- Endangers an ongoing relationship

- When there are many parties, positional bargaining is even worse

- Eliminates alternatives

Front 2

2) Separate the People
from the Problem

Back 2

- Negotiators are people first

Every negotiator has two kinds of interests:

In the substance

In the relationship

Front 3

Problems ...

Back 3

- 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

Front 4

Perceptions...

Back 4

- 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

Front 5

Strategy...

Back 5

- 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

Front 6

Emotion...

Back 6

- 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

Front 7

Communication...

Back 7

- Listen actively and acknowledge what is being said

- Speak to be understood

- Speak about yourself, not about them

- Speak for a purpose

Front 8

Prevention Works Best...

Back 8

- Build a working relationship

- Face the problem, not the people

Front 9

3) Focus on Interests,
Not Positions

Back 9

- 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

Front 10

Identify interests

Back 10

- 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

Front 11

Talking about Interests:

Back 11

- 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

Front 12

4) Invent Options
for Mutual Gain

Back 12

Diagnosis:

- Premature judgement

- Searching for the single answer

- The assumptions of a fixed pie

- Thinking that “solving their problem is their problem”

Front 13

Prescription...

Back 13

Separate inventing from deciding

Before brainstorming:

- Define your purpose

- Choose a few participants

- Change the environment

- Design an informal atmosphere

- Choose a facilitator

Front 14

During the Brainstorming...

Back 14

- 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

Front 15

Insist on Using
Objective Criteria...

Back 15

- Market value

- Precedent

- Scientific judgement

- Professional standards

- Efficiency

- Equal treatment

- Tradition

- Reciprocity

- Never yield to pressure, only principle

Front 16

What If They Are
More Powerful?

Back 16

Develop Your BATNA –
(Best Alternative to a Negotiated Agreement)

& Protecting Yourself

- Knowing your BATNA

- The insecurity of an unknown BATNA

Formulate a trip wire

Front 17

Making the Most of
Your Assets

Back 17

- Develop your BATNA

- The better your BATNA, the greater your power

- Consider the other side’s BATNA

Front 18

What If They Won’t Play?

Back 18

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

Front 19

Getting Them To Play

Back 19

- “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.”

Front 20

Keep at It

Back 20

- “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…”

Front 21

What If They Use Dirty Tricks?

Back 21

Some Common Tricky Tactics:

Deliberate Deception:

- Phony Facts

- Ambiguous Authority

- Dubious Intentions

- Less than full disclosure is not the same as deception

Front 22

Psychological Warfare

Back 22

- Stressful situations

- Personal attacks

- The good guy/bad guy routine

- Threats

Front 23

Positional Pressure Tactics

Back 23

- Refusal to negotiate

- Extreme demands

- Escalating demands

- Lock-in tactics

- Hardhearted Partner

A calculated delay