Chaelyn Saunders Principled Negotiation Negotiation can simply be described as to settle by discussion and mutual agreement (Wilmot and

Hocker, 2 ! "# $ut the term negotiation is anything but simple# %obert &isher and William 'ry de(eloped a principled negotiation theory in )hich they de(eloped se(en steps *or e**ecti(e negotiation# +hese se(en steps go a long )ay in describing ho) people act during a negotiation, and ho) they should act i* they )ant a *a(orable outcome# +here is both collaborati(e negotiation and competiti(e negotiation# Principled negotiation *alls under the category o* collaborati(e negotiation# &isher and 'ry,s se(en steps o* principled negotiation use collaboration to result in satis*actory outcomes to each party# -pproaches to negotiation can (ary among parties# -ll ha(e di**erent )ays to handle situations and *ind solutions# Some (ie) con*licts or negotiations as a )ar, )hile others may (ie) it as a pu..le# /n 0onty Python,s 1i*e o* $rian, $rian attempts to purchase an arti*icial beard in the marketplace# When the seller names his price, $rian complies and goes to hand him the money *or his purchase# Ho)e(er, the seller is stunned and o**ended )hen $rian does not haggle or compete )ith him on the price o* the beard# $elie(ing competition is the )ay to handle negotiations, the seller *orces $rian to haggle )ith him on the price# $ecause the t)o ha(e e2tremely di**erent (ie)s o* ho) to handle a negotiation, the outcome )as unsatis*actory to both#

0ost (ie) negotiation )ith a )in3lose perspecti(e# +hese parties use competiti(e negotiation, almost al)ays *ueled by sel*3interest# -ssuming goals o* parties are in direct con*lict, those )ho compete try to satis*y their o)n personal goals# Competiti(e negotiators use threats and *orce*ul speaking, resist persuasion, make high opening demands, and tend to e2aggerate# -n e2ample o* this is bargaining# /* you are a competiti(e negotiator negotiating *or a ne) 4ob and employers ask you, 5What salary do you )ant6, you )ill say 5789, ,, kno)ing you )ould be happy )ith 79 , (Wilmot

and Hocker, 2 ! "# &re:uent competiti(e negotiations are also pre(alent in haggling# +he seller )ill make an e2pensi(e opening demand *or a product, and the buyer )ill compete )ith him or her to attempt to lo)er the price# /n the 2 ; Christmas comedy $ad Santa, <in *inds out about the scam Willie

and 0arcus are o(erseeing# %ather than turning them in or shutting them do)n, he uses competiti(e negotiation to ensure his o)n interests )ill be bene*itted by their operation# +elling Willie and 0arcus he )ants hal* o* their pro*its, <in speaks *orce*ully and makes high demands# /n an attempt to preser(e their o)n interests, Willie and 0arcus try to *ight back, pushing *or a lo)er thirty3*i(e percent# Ho)e(er, their e**orts *ail as <in resists persuasion# /n the end, the pro*its are split in hal*# <in )ins, )hile Willie and 0arcus lose# +hough it is not as pre(alent, another negotiation approach is collaborati(e negotiation# -ccording to 'ry and &isher, this is the techni:ue to use i* both parties are seeking a *air, *a(orable outcome through the percei(ed negotiation theory# +his approach (ie)s negotiation )ith a )in3)in perspecti(e# Common interests o* both ;

parties are (alued and resources are integrati(e# /nterdependence is also recogni.ed, and a mutually agreeable solution is a goal# /n collaborati(e negotiations, the relationship is preser(ed and creati(e solutions are created# +hough most approach negotiations in a competiti(e )ay, they almost al)ays ha(e trans*ormati(e potential# $ecause o* the initial competiti(e nature, there is *irst an e2treme statement o* positions and clashes o* positions# Ho)e(er, in trans*orming *rom a competiti(e to collaborati(e style, di**erences are de3emphasi.ed and antagonistic tactics die do)n# +rans*ormati(e negotiation creates something ne) *rom )hat pre(iously e2isted# Ne) *eelings are generated, along )ith ne) )ays to cooperate and ne) con*lict solutions# Community concerns are recogni.ed, and cooperation among parties drastically increases# +his can be seen many times in relational negotiations# &or Hallo)een, many couples decide to do something *esti(e# =ne may )ant to go to a haunted house, )hile the other may 4ust )ant to do a corn ma.e# -t *irst they may begin screaming at one another and competing *or the acti(ity they desire# Ho)e(er, a*ter acting in sel*3interest they may trans*orm their negotiation by reducing competition# -ddressing their interdependence, the couple could generate many options satis*ying both o* their interests# /nstead, they may go to a haunted ma.e, de(eloping a creati(e solution and collaborating in their negotiation# %elying upon &isher, 'ry, and the Har(ard Negotiation Pro4ect, the approach to collaborati(e principled negotiation theory relies on se(en steps# &irst, parties must attend to the relationship# +hey must separate the people *rom the problem, and recogni.e the relationship# +his is essential because the people are not the problem# >

+he problem is )hat needs to be attacked, researched, and resol(ed? not the people# $ecause this takes sel*3control, it is rare# /t is much easier to try to attack the other party than *ocus on the actual problem# Ne2t, those in(ol(ed must attend to all elements o* communication# %ather than telling others )hat to do, parties must )ork to build strong communication# @motions must be taken into account# /* a mother and daughter are in an argument, *eelings o* appreciation or respect could be e2pressed, pro(ing that each person is in position o* a *ul*illing role# Ao not let the argument impact positi(e communication styles# -lso in principled negotiation, one must *ocus on interests rather than positions# Aisclosing interests makes it much more likely *or parties to come to a mutual agreement# +hough )e belie(e )e kno) the other,s interests or )ants, )e are usually inaccurate# When actual interests are not discussed, one resorts to 5mind3reading,, )hich is impossible# &ocusing on interests, remaining *irm about goals, and being *le2ible regarding ho) to accomplish them promotes positi(e negotiation# +his allo)s one to )ork )ith the other party, tending to interests o* both# -nother key step in mo(ing to)ard collaboration is generating many options# - good decision is one that springs *rom many options (Wilmot and Hocker, 2 ! "# 'sing creati(ity, generating many options helps turn around a )in3lose negotiation# +he parties must also *ind legitimate criteria *or their outcome# /t needs to be 4usti*ied as *air to both parties# +hough standards may be uni:ue to each party, 0en.el suggested a *e) e2ternal standards# He describes these as cost o* the agreement, e**iciency through )hich it

)as reached, and stability o* the agreement o(er time (!BB!"# =ther standards o* *airness can be generated by the parties in(ol(ed# -naly.ing the best alternati(es to a negotiated agreement is also essential in collaborati(e negotiation# +his is the negotiation outcome i* an agreement is not reached# %ecogni.ing an agreement is better o** *or all in(ol(ed, rather than 4ust )alking a)ay, is a key element to the success o* the outcome# 1astly, )orking )ith *air and realistic commitments is one o* the most important elements o* principled negotiation# /* the commitment is unrealistic the con*lict )ill ha(e to be re(isited and ultimately nothing is sol(ed# $oth parties must reach an outcome that is reasonable and doable, other)ise the outcome )ill ensure nothing is gained# +hese se(en elements pro(ide a practical approach to collaborati(e negotiation# /* met, they ensure a positi(e and creati(e outcome to a negotiation# &or e2ample, in the 2 8 episode o* +he =**ice, 0ichael Scott helps =scar and -ngela negotiate a

con*lict regarding -ngela,s baby poster# &irst, 0ichael starts by telling them to e2press their interests in *orms o* / or me, presenting their o)n personal interest and building positi(e t)o3)ay communication# He instructs the parties not use 4udgments or you statements, ensuring the problem is attacked rather than the people in(ol(ed# 0ichael also tells them to brainstorm and *ind creati(e alternati(es that are )in3)in? helping the parties generate many options to best meet the needs o* all in(ol(ed# He proposes the comedic outcome o* trans*orming the poster into a shirt *or =scar to )ear, so he )ill ne(er ha(e to see it and -ngela )ill be able to see it e(ery time she looks at him# @(aluating all options and ideas based on legitimate criteria, and *ollo)ing the se(en 8

elements o* principled negotiation, the parties are able to come to a satis*actory negotiation# +here are many )ays to negotiate, but not e(ery )ay is success*ul# When looking at &isher and 'ry,s se(en steps o* principled negotiation, it is easy to see that collaborati(e negotiation has a clear and sa*e *oundation to reach *air and reasonable outcomes *or all parties in(ol(ed# While competiti(e negotiation, although sometimes success*ul, usually ends in disaster# 'tili.ing &isher and 'ry, *air negotiation is de*initely possible, and almost al)ays success*ul#

C %e*erences Wilmot, W#, Hocker, D#, Hocker, &#, E Hocker, &# (2 ! "# Interpersonal conflict# (@ighth @dition ed#"# Ne) Fork, NFG 0c<ra)3Hill HumanitiesHSocial SciencesH1anguages#