Review/Overview Preparation Opening and transitioning to negotiation Establishing good lines of communication Maintaining good lines of communication (even when things get difficult) Making proposals

Preview of today’s class Chapter 5: Dealing with Conflict ‘Theory’ of principled negotiation Video examples Audio examples and short practice Chapter 6: Making Proposals Negotiation Q & A with guest Richard Yerian

Principled Negotiation: when the other party is difficult Stay calm: Getting defensive will probably not be productive. Keep listening, acknowledge their concerns, and stay open to any of their principled arguments. Appeal to principles of fairness and reason.

Principled Negotiation: when the other party is difficult Appeal to objective criteria: Facts, precedent, moral standards, costs, efficiency, scientific judgment, tradition, reciprocity, equality, professional standards or advice, market value… If possible, don’t yield to pressure (bribes, threats, manipulative appeal to trust, refusal to budge), only to principle.

Principled Negotiation: when the other party is difficult Re-frame the issue as a joint search for a solution – not a fight to be won. Possibly suggest a third party to help you resolve the issue.

What went wrong? Sean getting aggressive, making personal judgment on Andrew (inexperience) Andrew getting defensive in the face of this pressure from Sean Sean and Francoise not working as a team

What’s going right? Sean expressing his concerns with a ‘soft on people, hard on issues’ approach More indirect language politeness expressions when interrupting and saying face-threatening things Andrew listening, acknowledging concerns, asking questions

What’s going wrong? Sean makes demands before listening to other party Sean adopting aggressive, threatening tone Andrew acting defensive – not using a calm, principled response

What’s going right? Sean and Francoise listen to proposal first Karen acknowledges their concerns before making proposal Sean politely but clearly stating further concerns Both parties think creatively about options, work as a larger team to solve problem

Negotiation Practice Situation: Negotiating the building of an apartment complex in Palo Alto. Details: Refer to handout Groups of 4-5, two teams prepare first for 10 minutes

Negotiation (20 minutes) Introductions, small talk, transition to agenda Discuss interests (remember shared ones!) Discuss options Come to an agreement, or agree on next steps

Practicing remaining principled under pressure 5 or so minutes into the negotiation, I will ask the Committee for a Beautiful Palo Alto to become ‘difficult’ in some way (intimidating, or angry, or morose, or inflexible…) for about 5 minutes. Don’t exaggerate too much, however. The City Council will maintain a principled approach during this 5 minutes. Both sides finish with a principled approach.