Negotiation Overview

An introduction to 60-60 solutions

http://www.batna.com/overview_v4.html
Negotiation is not a euphemism for cunning, self-serving maneuvers that coerce other parties into
unfair agreements. The outcome of a successful negotiation improves, to the beneft of all parties
involved, the terms of an agreement or relationship.
t least some aspect of a well-negotiated agreement should e!ceed ever"one#s initiall" anticipated
outcome. $n order to build solutions that improve on initial e!pectations, "ou must devise creative
solutions that do more than meet concrete demands. n e%ective and ma!imall" proftable
agreement addresses ever"one#s underl"ing needs.
&hen the options proposed ac'nowledge, validate, and address the needs of all involved,
agreement is li'el" to be reached (uic'l", and time is not wasted on posturing, demands, or
threats. )oreover, negotiating to meet the needs of all can la" the foundation for positive ongoing
relationships.
Explore your options and alternatives
s much as it#s important to consider the needs of all who are part" to the potential agreement, "ou
should frst determine "our own needs. $n this conte!t, needs are not defned as that which "ou
cannot live without. *ather, "our needs comprise ever"thing it ta'es to improve on "our present
circumstances. $n order to ma'e an informed fnal agreement, "ou must understand the full scope
of desirable options.
$t#s important for "ou to be able to state wh" "ou are interested in the various terms "ou propose:
The reasoning "ou use should be based on fact. +resenting o%ers in the conte!t of frm, logical
reasoning will temper the responses "ou receive and will focus negotiation on the construction of
fair solutions that can be proven to meet underl"ing needs.
$n addition to e!ploring "our needs, "ou should identif" "our own worst possible outcome. &hat are
"our alternatives should the negotiation fail, -nowing the answer to this (uestion puts the
negotiation in perspective and will help "ou better evaluate the desirabilit" of the various options to
be discussed. $t#s nearl" alwa"s possible to come up with creative ideas that increase the appeal of
"our bac'-up plan. The more comfortable "ou are with "our prenegotiation status, the easier it will
be to present "our interests frml" during the negotiation.
Learn all about them
fter investigating and delineating "our own interests and alternatives, "ou should begin to learn as
much as "ou can about the other parties# needs. This involves fnding out not onl" what the" want,
but also what specifcall" motivates their desires. $f it#s evident that "ou understand their needs li'e
the" were "our own, the" are more li'el" to respect "our needs, and "ou are li'el" to be viewed as
an open and fair negotiator. +rior 'nowledge of others# needs can help "ou develop satisf"ing
options and agreements.
$nformation gathering should not be limited to uncovering facts. .od" language, personal st"le, and
even (uestions that "ou#re as'ed can lend important insight into a person#s or group#s interests. /ou
might also learn about their communication st"le and problem-solving approach. ll information, no
matter how marginal it ma" seem, can be used to mold "our approach.
Information gathering might include any or all of the following:

0tud"ing the histor" of an organi1ation. This adds perspective to "our e!pected negotiation
format and outcome. 2o not limit "ourself to what "ou fnd in print. 3onversation can be
even more telling.
2iscussing the issues with 4non-negotiating4 members of the organi1ation. 5ften, individuals
with no apparent ties to the discussions can be ver" in6uential in a%ecting the outcome.
Tal'ing outside the formal setting with the individuals involved in the negotiation. $t is nearl"
alwa"s worthwhile to ta'e time to develop a rela!ed and comfortable d"namic. solid
relationship s"nergisticall" creates trust, which, in turn, tends to unloc' abundant
information.
The result "our investigations ma" be enhanced 'nowledge of others# interests and negotiation
st"le, or the opportunit" to in6uence 'e" individuals who have the power to swa" the outcome.
7ither wa", time spent on preparator" information compilation will pa" o% in the outcome.
full arsenal of 'nowledge can give "ou a few added benefts as well. 8irst, people with whom "ou
negotiate are li'el", at some point, to aggressivel" assert their positions, or even ma'e demands.
-nowing the criteria and methodolog" used to arrive at these positions can help "ou focus
discussion on the interests that underlie demands. 8ocusing on the interests pulls negotiations out
of the claustrophobic arena of demands9 the creative space in which "ou build solutions that meet
ever"one#s real needs has limitless possibilities.
$nformation also a%ords "ou the most li'el" mechanism for sidestepping a stalemate. $f "ou bring
new information to the table that shows "ou can meet some need for the other side that the"
hadn#t even thought might be addressed in the negotiations, "ou#ve opened a whole new realm of
possibilities. 2eadloc's are most easil" bro'en when additional needs are 4discovered4 for either
side. &hoever was on the verge of cutting o% negotiations is allowed to reconsider without
appearing to be wea'. Negotiations are continued, not because someone made a massive
concession to brea' the deadloc', but because new information was presented that proved all
options hadn#t "et been full" e!plored.
The Options
The :ob of negotiators, once ever"one#s interests are full" clear, is to begin developing and
presenting options that ma!imi1e ever"one#s gain. Note that options need not be full" developed
prior to beginning negotiations. $f all parties e!plicitl" agree to participate in the process, group
brainstorming of options can harvest abundant possibilities. Not all options suggested need to be
full" plausible. The power of brainstorming lies in the abilit" of one idea to catal"1e another. $n this
respect, all ideas are e(uall" valuable. The ideas that should be held onto, however, are those that
meet the needs of all involved more e%ectivel" than could have been accomplished without
negotiation.
Aspirations
2on#t be afraid to suggest options that re6ect "our own high aspirations for gain. ;ow aspirations
ma" suggest that "ou are dependent on others# willingness to meet "our needs, that "ou have
nowhere to turn if the negotiations don#t go "our wa". This portra"al of "our position reduces "our
power. $f others believe "ou#re at their merc", the"#re unli'el" to wor' too diligentl" at developing
satisfactor" options. The" ma" believe that "our position forces "ou to accept an" o%er made. <igh
aspirations also leave "ou room to go lower in the process of negotiation. $t#s much harder to drive
the terms up than to move them down. Though the lesson here is defnitel" 4aim high,4 this should
never override the ob:ective of presenting options that fairl" address the other side#s needs.
Maneuvering Obstacles
s "ou present the options "ou have prepared, or developed during the course of negotiations,
others ma" present ob:ections and argue. 2on#t ta'e these ob:ections personall". =se logic and
fairness to test the options. =se facts to substantiate needs. 5b:ections and argument should be
interpreted to mean that either: >?@ The other parties# needs have not "et been full" understood
and addressed, or >A@ The wa" in which "our proposal addresses the interests of all involved must
be more e%ectivel" substantiated. 7ither wa", "our ultimate ob:ective in negotiation is to 'eep
conversations focused on underl"ing needs, increased options, o%ers that credibl" construct mutual
gain, and outcomes that e!ceed ever"one#s wildest dreams.
The Agreement
3ontrar" to popular belief, win-win negotiation doesn#t mean that ever"one wins e(uall". The
desired outcome of "our negotiation is not a BC-BC split of the spoils. /our ob:ective is personal
gain. /ou ma" gain substantiall" more, or substantiall" less than the other parties involved.
)easure the success of "our negotiation against the e!tent to which all parties believe the" have
been fairl" treated, meaning specifcall" that:

0ome of their needs have been met more successfull" than the" could have been without
the negotiation.
No compromise has been made that undermines the potential for an"one to proft from the
agreement.
negotiation is an outstanding success if circumstances have improved for ever"one, and a
positive, wor'ing relationship has been established.
ASSIGNMENT: Explain what you believe to be the most important element(s o! negotiation"