Principles of Negotiation

Principles of Negotiation
Principled Negotiation (or negotiation on merits):
 [P] People: separate the people from the problem

 [I] Interests: focus on interests, not positions.
 [O] Options: generate a variety of possibilities
before deciding what to do.
 [C] Criteria: insist that the results be based on some
objective standard.
 The participants should come to see themselves as
working side by side,
attacking the problem, not each other.
 Invent options for mutual gain.

Principled Negotiation: People
 Ongoing relationship is far more important that the

outcome of any negotiation.
 If perceptions are inaccurate, look for ways to

educate.
 If emotions run high, then find ways to let all
involved let off some steam.
 If misunderstanding exists, work to improve
communication.
There are 3 Basic People Problems:
 Perception:
Put yourself in the other person's shoes to understand the
problem.
Feel the emotional force with which they believe in it.
 Emotion:
 First recognize and understand emotions.
 Don't react to emotional outbursts: adopt the rule that "only one
person can get angry at a time“. Use symbolic gestures
 Communication: Whatever you say, you can expect that the

other side will almost always hear something different.
Principled Negotiation: Interests:
 The difference between interests and positions is

crucial.
 Interests motivate people; they are silent movers

behind the positions.
 Your position is something you have decided upon,

while your interests are what caused you to decide.
Principled Negotiation: Options
 Premature Judgment- Judgment hinders imagination.
 Premature Closure: if you look for the single best

answer from the outset, you are likely to miss a wiser
decision-making
 process where you select from a large number of

answers.
•
Principled Negotiation: Criteria
 Negotiate on the basis of objective criteria and NOT

the will of either side.
 Commit yourself to reaching a solution based on

principle, not pressure.
 Concentrate on the merits of the problem

Negotiation Process & Procedure
 Negotiation process in essence comprised of;
 Many steps and moves at each phase.
 Initial planning and fact-finding can be accompanied

by;
The development of negotiating positions and
exchange of information.
 Main activities at the proposal stage consist of
information sharing, clarification of issues, and a
trade-off of concessions.
 These are designed to settle differences along with

the exploration of each party’s needs.
 The exchange of concessions can be accompanied by

the identification of common interests and
exploration of mutual gains.
Negotiation process
 Analysis: try to diagnose the situation
 Planning: plan and come up with additional

options and additional criteria
 Discussion: the actual communication and

negotiation back and forth, looking toward
agreement
 In probing the proposals, the clarification of goals
precedes the examination of all possible alternatives.
 The multiple proposals need to be balanced to choose

the best possible option.
 In closing the deal, the final stage is tasked to tie up

loose ends and also confirmation and summary.
 Negotiators check credibility and acceptability by conferring
with someone else either
 in a higher position of authority or

 with the capacity to provide advice before making a final
deal.
 Thus negotiating process is to prepare, discuss, clarify, propose,

bargain, compromise, and reach agreement.
 The quality of a negotiating process is improved by the

exploration of each other’s priorities based on information
sharing.
 A set of offers and counteroffers make bargaining
move forward with proposals and counter-proposals.
 Negotiators attempts to;
 maximize their influence on the debate over
• the issues along with a presentation of non-negotiable
priorities.
 Advocates their position to convince the other side to
believe in what they need and deserve.
 The sense of what is negotiable and what can be
achieved evolves throughout the negotiation.

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Principles of Negotiation

Principled Negotiation (or negotiation on merits):

 [P] People: separate the people from the problem

 Invent options for mutual gain.

 Ongoing relationship is far more important that the

 If perceptions are inaccurate, look for ways to

 Communication: Whatever you say, you can expect that the

 The difference between interests and positions is

 Interests motivate people; they are silent movers

 Your position is something you have decided upon,

 Premature Judgment- Judgment hinders imagination.

 Premature Closure: if you look for the single best

 process where you select from a large number of

 Negotiate on the basis of objective criteria and NOT

 Commit yourself to reaching a solution based on

 Concentrate on the merits of the problem

 Initial planning and fact-finding can be accompanied

 These are designed to settle differences along with

 The exchange of concessions can be accompanied by

 Analysis: try to diagnose the situation

 Planning: plan and come up with additional

 Discussion: the actual communication and

 The multiple proposals need to be balanced to choose

 In closing the deal, the final stage is tasked to tie up

 in a higher position of authority or

 Thus negotiating process is to prepare, discuss, clarify, propose,

 The quality of a negotiating process is improved by the

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