Test 1 Flashcards
Into. What is the definition of negotiating?
Back and forth communication designed to reach an agreement when you and the other side have some interests that are shared and that are opposed.
Intro. What are the two ways of negotiating?
Soft - Gets along with people
Hard - Get what they want
Intro. Principled negotiations is soft on ____ and hard on ____
Soft on people
Hard on merts
Chapter 1. What are the three criteria for judging the method?
- Does it result in a wise agreement?
- Is it efficient?
- Does it improve (not damage) the relationship?
Chapter 1. What are the four criteria to a wise agreement?
- Meets legitimate interest
- Resolves them fairly
- Durable
- Takes community interests into account
Chapter 1. Why does positional bargaining not work?
- requires both sides to give something up-
1. Leads to an unwise agreement
2. Is inefficient
3. Endangers the relationship
Chapter 1. What are the four main points of Principled Negotiations?
- Separate the people from the problem
- Focus on interests, not positions
- Generate a variety of possibilities before deciding what to do
- Insist that the result be based on some objective standard
Chapter 2. What are the two interests all negotiators have?
- The substance (main reason)
2. Relationship
Chapter 2. What are the three people problems and brief ways of solving?
- Perception -> look for ways to educate
- Emotion -> look for ways to let off steam
- Communication -> look for ways to improve communication
Chapter 2. What are the solutions to perception?
- Put yourself in their shoes, see it as they do (Most Important Skill)
• Become the beetle
• Need to withhold judgement
• Understanding does not equal Agreeing - Don’t deduce their intentions from your fears
- Don’t blame them
- Discuss each others’ perceptions
- Look for opportunities to act inconsistent
- Allow them to participate in the process
- Allow for face-saving
Chapter 2. What are the solutions to emotion?
1.Recognize and understand emotions • Theirs and Yours 2. Pay attention to core concerns 3. Consider the role of identity 4. Make them explicit, acknowledge as legitimate 5. Allow other side to let off steam 6. Don’t react to emotional outbursts 7. Use symbolic gestures
Chapter 2. What are the three problems when it comes to communication?
- Speaking to others
- Thinking of next argument
- Misunderstanding
Chapter 2. What are the solutions to communication?
- Listen actively and acknowledge
- Speak to be understood
- Speak about yourself, not them
- Speak with a purpose
Chapter 2. When is the best time to deal with people problems, and how?
The best time to deal with people problems is before (PREVENTION) they become people problems
- Build a working relationship
• Arrive before the negotiation
• Linger after
• Ben Franklin - Face the problem not the people
• You are partners – shipwrecked sailors
Deal with people as human beings and with problems on its merits
Chapter 3. What are the two reasons why reconciling interests can work?
- Interests define the problem. For every interest exists several possible positions to satisfy it
- Behind opposed positions lie shared and compatible (common) interests as well conflicting ones
Chapter 3. How to identify interests
- Ask “Why” - put yourself in their shoes
- Ask “Why not” - think about their choice and what stands in the way
- Each side has multiple interests
- More powerful interest
- Make a list of interests
Chapter 3. How to talk about interests
- Be specific – Offer concrete details
- Acknowledge their interest
- Put problem before your answer
- Look forward not back
- Be concrete but flexible
Chapter 3. What is important to note about values in accordance with negotiations?
Values are not negotiable
Chapter 3. What are positions?
- Initial demands
- What we prefer to satisfy our needs
- Are one – but not the only – way to meet needs
Chapter 3. What are the tactics
A - Attack. Never. (criticize, insult, blame, judge, stereotype)
E - Evade. When new proposals arise, major disagreement, save face. (postpone, change subject)
I - Inform. Always. (provide background, reveal feeling)
O - Open. Always, especially when attacked. (listen, ask questions, respect)
U - Unite. Always (emphasize common ground, proposing solutions)
Chapter 4. What are the four obstacles for inventing options?
- Premature judgment
- Single answer
- Fixed pie
- “Solving their problem is their problem”
Chapter 4. How to invent options to overcome obstacles
- Premature judgment -> Separate inventing from judging (brainstorm with postponed criticism)
- Single answer -> Broaden options.
- Fixed pie -> search for mutual gain (identify shared and differing interests, and ask for preferences)
- “Solving their problem is their problem” -> make their decision easy (other side makes the decision that you want)
Chapter 4. What is the golden rule to brainstorming?
Postpone all criticism
Chapter 4. What is the fear in brainstorming?
- May disclose confidential information
- Other side may think option is an offer
-distinguish brainstorming session explicitly from the negotiation-
Chapter 5. What is the goal of objective criteria?
Reach a solution based on principle, not pressure
- concentrate on merits of the problem, not mettle (strength) of the parties
- open to reason, closed to threats
Chapter 5. What are the two ways to develop objective criteria?
- Fair Standards
- market value
- precedent
- what would a court decide? - Fair Procedures
- someone cuts/other chooses
- last-best offer
- taking turns
Chapter 5. How to use objective criteria
- Frame each issue as a join search for objective criteria
- Reason and be open to reason
- Never yield to pressure
-Right makes might-
