1. Negotiation Skills
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2. Definition of Negotiation
“Negotiation is the process of resolving conflict of interest through discussion and bargaining”.
It is, therefore, an interactive communication process that may take place whenever we want something from someone else or another person wants something from us."
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3. It is such a common activity that most people do it at some point every day, to sort out differences with other people, or to get what they want. Negotiation, therefore, really covers every area of life.
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4. Using the Elements Communication Relationship Interests Options
Legitimacy
If “No”
If “Yes”
Alternatives
Commitment
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5. Circle of Value Explore Interest, Develop Options for Joint Gain, Use Objective Standard to Establish Legitimacy

6. Explore INTERESTS Not Positions/Demands
The core concerns, aspirations, wants, needs, hopes, fears, motives, goals, etc. of each party
Our interests drive our behavior
They are the foundation of the demands and positions that surface in a negotiation
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7. “Mom, I absolutely want this orange!”
The Orange Example
A mother of two children has one orange left in her fruit bowl.
Both children are implicitly claiming the orange for themselves:
“Mom, I absolutely want this orange!”
Also you might ask: Why am I annoying you with those oranges?
In many books about the Harvard Concept, an orange is used in a simple but evident example to illustrate the Harvard Concept.
As I said before, the method behind the Havard Concept is to negotiate in an appropriate way guided by interests. It tries to solve a problem into a win-win situation.
So let’s see what is the problem with this orange:
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8. What should the mother do?
The mother, without any doubt the leader of her subordinates the children, has to decide what to do, she has to do the right thing.
What do you think the mother should do?
Who prefers tossing a coin, HANDS UP?
Who would cut the orange into two pieces?
Who would let the strongest of the children prevail?
Who would suggest a different solution to the problem?
What should the mother do?
Should she flip a coin?
Should she cut the orange into two equal pieces?
Should she let her children fight over the orange?
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9. “Why do each of you absolutely want this orange?”
Luckily the mother is an alumni of this workshop program, is a smart and responsible leader, and is doing the right thing!
She is asking:
“Why do each of you absolutely want this orange?”
“Why do each of you absolutely want this orange?”
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10. Daughter:
Son:
And here is what her children would like to do:
The daughter would like to bake a cake. Therefore she only needs the skin of the orange to add some flavor.
The son is thirsty and would like to squeeze the orange for a glass of fresh juice. To do so he does not need the skin of the orange.
After clarifying the needs of both children, the answer to the problem with the orange is suddenly very easy. Both interests can be taken into account: The daughter gets her orange skin, the son gets the peeled orange. Both are happy, we have a win-win situation!
If the mother would have opted for the quick decision to compromise and simply cut the orange in half, both children would have left the kitchen unhappy, we would have had a lose-lose situation.
The daughter would like to bake a cake. Therefore she only needs the skin of the orange to add some flavor.
The son is thirsty and would like to squeeze the orange for a glass of fresh juice. To do so he does not need the skin of the orange.
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11. Develop OPTIONS for Joint Gain
Possible outcomes of the negotiation
What either party might agree to
Creative options come from deep exploration of the parties’ interests
Inquiry and sharing of information are key tools
It promotes better solutions
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12. Possible OPTIONS for Orange story
To cut the Orange in half.
One to take all the fruit, and for the other to take all the peel.
To take the orange, squeeze a glass of orange juice, sell it, and then go buy two more oranges
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13. Use Objective Standards to Establish LEGITIMACY
Objective criteria, benchmarks, principles, laws, regulations, standards, practices, traditions, researched evidence, etc.
Convey a sense of fairness
Each party can have separate sources of legitimacy
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14. WHEN WE ARE IN THE CIRCLE, OUR INQUIRY SKILLS BECOME VERY IMPORTANT THEN THAT OF OUR ADVOCACY.
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15. Strategic Inquiry Guidelines
Inquiry into INTERESTS
What are you trying to accomplish in these negotiations?
What are your key motivations in these negotiations?
What are you concerned about?
Do you feel we “must” do a deal here?
Would you prefer to work something out jointly ?
What interests would be better met if we don’t agree?
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16. Strategic Inquiry Guidelines
Inquiry into OPTIONS
What would be wrong with...?
What other ideas might we brainstorm on this problem?
If we work together, how might we make this better for both of us?
Do you have the authority to make a decision on this?
Do others need to be here to get this done?
What would be your reaction to a possible offer like...?
If I were able to offer you “x,” could you say “yes” today?
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17. Strategic Inquiry Guidelines
Inquiry into LEGITIMACY
Why do you think we ought to do that?
What benchmarks do you see in our field of work that make this appropriate?
If you were I, how would you justify that to others?
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18. BATNA
BATNA is the acronym for Best Alternative To a Negotiated Agreement.
Your BATNA is the choice you can make if you conclude that negotiating with a particular party is not likely to yield a favorable result.
You can walk away from a negotiation if your BATNA is better than the likely outcome of that negotiation.
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19. BATNAs are not always readily apparent.
Fisher and Ury outline a simple process for determining your BATNA:
develop a list of actions you might conceivably take if no agreement is reached;
improve some of the more promising ideas and convert them into practical options; and
select, tentatively, the one option that seems best.
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20. While you are in circle, please be aware about your Emotion.
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21. Thank You for Your Active Participation BKB/NASC/9851156111/binodb1@live.com
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