Basics of Negotiating Based on the Harvard Negotiation Project Principles See Getting to YES Fisher and Ury, and Patton Houghton Mifflin

A Four-Step Process Find out participants’ reasons or interests Invent options for mutual gain Choose objective criteria Reach agreement (or not)

Preliminaries to Negotiating Choose participants, prepare Sit side by side or around a table Create an informal atmosphere Choose an experienced facilitator Declare there will be 4 separate steps and clarify the ground rules

Step 1. Find Out Reasons or Interests Begin by setting initial positions or demands aside Find out motivating reasons or interests Memorize helpful questions: How will that benefit you? Why do you want to do this? Have you seen this work well in the past? Could you let me know more about how this will fulfill your goals?

Step 2. Invent Options for Mutual Gain Think outside the box Do not criticize or agree to anything Do NOT say: We tried that and it didn’t work. You’ve got to be kidding! Lay out many options

Step 3. Choose Objective Criteria This is a separate step (better than battle of wills) Frame each issue as a joint search for objective criteria Never yield to pressure Examples of criteria Degree to which all parties are benefited Fair allocation of costs Fair time frame Simplicity of solution

Systematic review of options in light of chosen criteria Step 4. Reach Agreement Systematic review of options in light of chosen criteria No re-entering earlier phases Anticipate how future complaints or disagreements will be handled Keep in mind your BATNA (Best Alternative To a Negotiated Agreement)

What If They Don’t Play Fair? Compare your BATNA with theirs to decide whether to withdraw Don’t agree to unfair rules Play out the process for them and invite them to participate: “OK, I heard you say, Take it or leave it,’ but before I do either one, I’m going to go through what I see as my reasons and yours in defining this possible internship. Feel free to jump in and correct me if I’m wrong.”

Listen Actively Don’t plan a response while the other person is talking Rephrase what you heard in your own words Discount biases Obtain verification of what you’ve heard Does that mean that _____? So, for instance, would you then [do X]?

Lead through Excellence in Engineering Communication More resources are available for you under “Engineering Communication” at Connexions at http://cnx.org at the Cain Project site at http://www.owlnet.rice.edu/~cainproj in your course Communication Folder in OWLSPACE