UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING

Some Negotiation Skills Keith Allred: 1. Being persuasive; 2. Maintaining strong relations with the other party; 3. Making your reasoning clear for the positions you advocate. 4/30/20152PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Some Negotiation Skills Keith Allred: 4. Understanding the other party’s interests and communicating that you appreciate their perspective; 5. Recognizing the relative importance of issues to the other party, as well as which interests you share with them and which conflict; 4/30/20153PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Some Negotiation Skills Keith Allred: 6. Generating options that effectively address the party’s interests; 7. Apologizing for problems or harms for which you are responsible; 8. Avoiding inappropriate blaming of the other party for problems which arise; 4/30/20154PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Michael Watkins’ Principles of Persuasion 1. Invoke the common good: o emphasize collective benefits and downplay individual costs; 2. Make connections to core values: o sell your ideas by linking them to cherished values (e.g, independence, respect, and innovation); 4/30/20155PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Michael Watkins’ Principles of Persuasion 3. Heighten concerns about loss or risk: o Emphasize what makes your proposals less risky than other alternatives; 4. Apply the power of contrasts to make requests seem more reasonable: o ask for a great deal initially and then retreat to a more reasonable request. 4/30/20156PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Michael Watkins’ Principles of Persuasion 5. Strategically narrow or broaden the focus: o frame a choice that could be construed as setting an undesirable precedent as an isolated situation independent of other choices; 6. Neutralize toxic issues: o Table them or make up-front commitments that allow you to move on to other issues where you can generate momentum; 4/30/20157PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Michael Watkins’ Principles of Persuasion 7. Refute counter-arguments in advance: o Anticipate their major reservations and address them preventively;. 8. Give your counterparts a script to persuade their constituents: o Equip those you are persuading to persuade their constituents (e.g., their bosses, peers, allies, etc) 4/30/20158PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Positions Vs. Interests What are Positions? The demands the negotiating parties make What are Interests? The motivations behind the demands made by the parties What does it mean to negotiate on a) Positions and b) Interests 4/30/20159PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Positions Vs. Interests Why is it Desirable to have Parties Negotiate on Interests instead of Positions? It presents opportunities for collective problem-solving rather than contest It is also an opportunity to arrive at win- win solutions 4/30/201510PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Fisher & Ury’s Principled Negotiation Consists of 4 principles 1.Separate the People from the Problem. 2.Focus on Interests, not Positions 3.Generate a variety of Options before deciding what to do 4.Base the selection of options on some objective Criteria 4/30/201511PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Fisher & Ury’s Principled Negotiation Separating People from Problem: No big assumptions about the other side’s intentions Don’t entangle relationships with the problem. Discuss perceptions, let each side blow off steam Listen actively to what is being said. 4/30/201512PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Fisher & Ury’s Principled Negotiation Focusing on Interests (instead of Positions) Acknowledge interests as part of problem‐solving Ask “why” questions to uncover concerns hidden behind positions 4/30/201513PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Fisher & Ury’s Principled Negotiation Generating Options Don’t immediately narrow down to specific terms or positions Make time to brainstorm without judging 4/30/201514PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

Fisher & Ury’s Principled Negotiation Basing selection of options on Objective Criteria Criteria that are relevant and acceptale to the parties. E.g. moral standards, equity, efficiency, etc. 4/30/201515PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG