1.5 - About University

9.5 P RINCIPLED N EGOTIATION:C REATING L ONG-TERM, WIN–WIN A GREEMENTSInspired by Roger Fisher, Elizabeth Kopelman, Andrea Kupfer Schneider, and William Ury.In today’s complex, rapidly changing work environments, leaders need a negotiating strategyto ensure that agreements are followed through and intended results are achieved. This toolsummarizes some of the principles of a win–win negotiation process—often called the Harvardprocess—as distinct from hard-nosed strategies designed to get the most for one side, no matterthe consequences (e.g., damaging working relationships). In this sense, negotiation isdefined as the back-and-forth process to discover and optimally satisfy the wants and needs ofboth parties. The goal is to reach a consensual 50-50 agreement that will fulfill as many of theneeds of each party as possible. This tool outlines the four principles of win–win negotiatingthat have become legendary for a) getting results, b) building working relationships, and c)ensuring a strong, mutual level of commitment to implementation.1. SEPARATE THE PEOPLE FROM THE PROBLEM.Assumptions Difficulties Some how-to’s• Relationships tend to becomeentangled with problems.• We tend to favor and like somepeople, and dislike others.• Negotiation nearly always involvesthe most human of all emotions:fear.[☛ 13.6 Attribution Theory]• Whatever you say, others will oftenhear something different.• It is impossible to know exactlywhat the other(s) are thinking orfeeling.• Perceptions are real, whether ornot they are true.[☛ 8.1 Conversations]✔ Be hard on the problem; be softon people.✔ Get to know the others as people.✔ Acknowledge emotions aslegitimate.✔ Allow others to vent.✔ Give others a stake in the outcomeby involving them early inthe process.2. FOCUS ON INTERESTS RATHER THAN TAKING A POSITION.A position is a predetermined outcome or conclusion (e.g., “Be here at seven a.m.”). An interestis the need, want, or concern underlying the position (e.g., “We need an early start to getthis job done.”).Assumptions Difficulties Some how-to’s• Taking a position locks peopleinto a solution; focusing on interestsopens up a range of newsolutions.• There are numerous positions forevery interest.[☛ 7.1 Problem Framing]• Many people are so focused on afixed position, they cannot seethe underlying interest.• Leaping to conclusions (e.g., takinga position) is a common problemfor most people.✔ Explain the difference betweeninterests and positions.✔ Commit to your interests; be flexibleregarding your positions.✔ Realize that you and the othersinvolved share many interests.✔ Communicate your interests; askothers to communicate theirs;acknowledge their interests.SECTION 9 TOOLS FOR LEADING AND INFLUENCING OTHERS 277