Importantly, parties should agree in advance about which objective criteria to consult and agree to abide by the outcome. For example, they might agree to abide by standards such as market value, expert opinion, industry protocol, or law. A better way? In principled negotiation, negotiators rely on objective criteria-a fair, independent standard-to settle their differences.
This type of argument is likely to end in either impasse or an inefficient compromise. It’s common in negotiation for parties to argue back and forth about whose “facts” are correct. If so, the job seeker might be willing to make a concession on vacation days in return for the promise of a higher salary.Ĥ. For example, imagine a job negotiation where the candidate values a higher salary, while the hiring organization is concerned about being fully staffed. In negotiation, options refer to any available choices parties might consider to satisfy their interests, including conditions, contingencies, and trades.
In principled negotiation, negotiators devote significant time to brainstorming a wide range of possible options before choosing the best one. Negotiators often settle for the first agreement they reach, relieved to have hit upon an outcome that both sides can live with. This type of interest-based bargaining can enable solutions that meet each party’s needs.ģ. Armed with this understanding of each other’s interests, they do some research and decide to host the party at a relatively inexpensive restaurant. They only make headway when they identify their deeper interests: the former doesn’t have a lot of time to devote to preparation, while the other is concerned about the cost. One wants to have it at a restaurant, while the other wants to have it in her home. Imagine that two siblings disagree about where to host their parents’ anniversary party. In principled negotiation, negotiators look beyond such hard-and-fast positions to try to identify underlying interests-their basic needs, wants, and motivations. Negotiators often waste time arguing over who should get their way or, alternatively, trying to find a compromise point in between the two firm positions they have staked. The goal is not to “win,” but to reach a better understanding of each party’s concerns.Ģ. For example, if two department heads are locked in a heated battle over resources, they or their leaders would confront the strong emotions underlying their dispute through active listening and other communication techniques. In principled negotiation, negotiators work to deal with emotions and personality issues separately from the issues at stake. Strong emotions can become wrapped up with the substantive issues in a negotiation and complicate it even further. By learning these elements, you can significantly improve your negotiation skills.ġ. In Getting to Yes, Fisher, Ury, and Patton describe the four main elements of principled negotiation.
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