Getting to Yes

Getting to Yes

1. I The Problem

   • Don't Bargain over positions
     • Arguing over positions produces unwise agreements
       • Is inefficient
       • Endangers an ongoing relationship
       • Being nice is not an anwser
         • Two styles of positional bargaining
           • Soft
             • Friends
               • Agreement
                 • Make offers
           • Hard
             • Adversaries
               • Victory
                 • Make threts
           • Pricipled
             • Problem-solvers
               • Wise outcome
                 • Explore interests
       • When many parties is worse
     • People
     • Interests
     • Options
     • Criteria

2. II The Method

   • Separate the People from the Problem
     • Negotiators are people fisrt
     • Two kind of interests
       • In the substance
         • Separate the relationship from the substance
       • In the relationship
         • Deal directly with the people problem
       • Positional bargaining puts both in conflict
     • Perception
       • Put on their shoes
         • Discuss perceptions
           • Face saving
     • Emotion
       • Recognize emotions
         • Make them explicit
           • Dont react
     • Communication
       • Not communication
         • Atention
           • Missunderstandings
   • Focus on Interests, Not positions
     • Reconcile interests
       • Interests define the problem
     • Behind opposed positions there are compatible interests
       • How to identify interests?
         • Ask why
         • Ask why not
     • The most powerful interests are basic human needs
     • Talking about interests
       • Make interests come alive
       • Make a list
       • Put the problem before your anwser
       • Look forward
       • Be concrete
       • Acknowledge their interests as part of their problem
   • Invent options for mutual gain
     • Expand the pie before dividing it
       • Diognosis
     • Obstacles that inhibit inventing options
       • Premature judgment
       • Searching single anwser
         • Solving the problem is their problem
       • Assumption fixed pie
       • Solving their problem is their problem
     • Prescription
       • Separate inventing from deciding
         • Brainstorming session
           • Before brainstorming
           • Daring
           • After
     • The circle chart
     • Mutual gain
     • Make their decision easy
     • Prescription
       • Separate inventing from deciding
         • Brainstorming session
           • Before
           • Daring
           • After
     • Circle chart
     • Look for mutual gain
     • Make their decision easy
   • Insist on using objective criteria
     • Deciding on the basis of will is costly
       • Principled negotiations produces wise agreements
         • Developing objective criteria
           • Fair standards
           • Fair procedures
     • Deciding on the basis of will is costly
     • Principled negotiation produces wise agreements
     • Developing objective criteria
       • Fair standards
       • Fair procedures
     • Negotiate with objective criteria
       • Reason and be open to reason
       • Never yield to pressure
       • Frame each issue as a joint search for objective criteria
       • "Its company policy" case
         • Use standards
         • Market value

3. Yes, But...

   • What if they are more powerful?
     • "Develpe your BATNA
       • Protect yourself
         • The cost of using bottom lines
         • Know your BATNA
         • Security of your BATANA
         • Formulate a trip wire
     • Making the most of your assets
       • Better your BATNA greater your power
       • Develop your BATNA
       • Consider the other sides BATNA
       • When the other side is powerful
   • What if they wont play?
     • Jujitsu
       • Negotiation Jujitsu
         • Don't attack their position, look behind it
         • Don't defend your ideas, invite criticism and advice
         • Recast an attack on you
           • Ask questions and pause
     • Consider the one-text procedure
       • Create imparcial solucion
       • Create options and take decisions
       • Find interests
       • Separate people from the problem
     • Principled negoriation