A short overview of Principled Negotiation from teh book Getting to Yes by Roger Fisher and William Ury presented by Alec McPhedran of Skills Channel TV.

1. :: SIX MINUTES AND FORTY SECONDS
Alec McPhedran
Skills Channel TV
ON PRINCIPLED NEGOTIATION

2. First of all, who
are we?
 We specialise in creative training.
coaching and facilitation
 We are experts about skills
development
 We focus on leadership, strategy,
management and personal
development
 We help businesses and
individuals change and grow
 Our aim is to help people achieve

3. Based on the book Getting to Yes, first published in 1981 by Roger Fisher and William Ury

4. TRAINING
COACHING MENTORING
Being instructed on what to do,
sometimes all together
One to one development
on a specific skill, mainly
being asked
Guidance, wisdom,
challenge and support on
the person
POSITIONAL BARGAINING
PRINCIPLED NEGOTIATION

5. TRAINING
COACHING MENTORING
Being instructed on what to do,
sometimes all together
One to one development
on a specific skill, mainly
being asked
Guidance, wisdom,
challenge and support on
the person
POSITIONAL BARGAINING
PRINCIPLED NEGOTIATION
…is essentially adversarial. Negotiators see the
process as "win-lose," in which any gains by the
opponent are losses by the negotiator

6. TRAINING
COACHING MENTORING
Being instructed on what to do,
sometimes all together
One to one development
on a specific skill, mainly
being asked
Guidance, wisdom,
challenge and support on
the person
POSITIONAL BARGAINING
PRINCIPLED NEGOTIATION
…is an shared interest-based approach to negotiation that
focuses primarily on finding a mutually shared outcome.
…is essentially adversarial. Negotiators see the
process as "win-lose," in which any gains by the
opponent are losses by the negotiator.

7. Negotiation is a
transaction between two
or more parties, leading
to an exchange of
information resulting in
an agreed outcome with
both parties having the
right to veto.
Roger Fisher & William Ury
Principled Negotiation

8. Focus on interests, not positions
Separate people from problem
Don’t bargain over positions
Insist on using objective criteria
Invent options for mutual gain

9. Separate people from problem
1. Remember that people are human
2. Emotions can become entangled with
the problem and can set ‘positions’
3. Focus on the
people
involved
4. Try to understand their perceptions
5. Don’t assume you know how they feel
6. Be able to see it from their side
7. Openly discuss different perceptions
8. Don’t blame people for problems

10. 1. Underlying interests may be compatible
2. Interests can inform positions
3. Look at interest from their perspective
4. Sharing interests can show both sides
not as opposed as initially thought
Focus on interests, not positions
5. Seek to
understand
their needs and wants
6. Money is NOT the most important driver,
sometimes there are human needs
7. Openly discuss and understand
interests

11. Invent options for mutual gain
1. When stuck, sit back and be creative in
generating new ideas
2. Encourage looking at the bigger picture
3. Don’t think your offer or view is the only
solution
4. Step back from positions and refocus on
interests
5. Try and solve
each others
problems
6. Be prepared to lead and encourage
brainstorming

12. Insist on using objective criteria
1. Bring standards of fairness or scientific
merit to particular problems
2. Use recent comparisons or guides
3. Be specific with facts
4. Refer back to original aims and ideal
outcomes
5. Review limitations, scope or authority
and autonomy
6. Develop specific criteria where needed

13. Put forward
your points
 WHO
 WHAT
 WHY
 WHERE
 WHEN
 HOW
Advocacy and Inquiry
Understand
their situation
 WHO
 WHAT
 WHY
 WHERE
 WHEN
 HOW

15. PRINCIPLED
PRINCIPLED

16. Having available
options during a
negotiation is a good
alternative which
empowers you with
the confidence to
either reach a
mutually satisfactory
agreement, or walk
away to a better
alternative.
BATNA

17.  The cost - Ask yourself how much it will
cost to make the deal relative to the
cost of your best alternative. Cost
estimation may entail both the short
term and the long term. It boils down to
figuring out which of your options is the
most affordable.
 Feasibility - Which option is the most
feasible? Which one can you
realistically apply over all the rest of
your available options?
 Impact - Which of your options will have
the most immediate positive influence
on your current state of affairs?
 Consequences - What do you think or
estimate will happen as you consider
each option as a possible solution?
With thanks to
The Negotiation Experts
BATNA

18. Principled Negotiation
 Positional Bargaining v’s
Principled Negotiation
 Working together on a shared
outcome
 Develop your BATNA

19. During a negotiation, it would
be wise not to take anything
personally. If you leave
personalities out of it, you will
be able to see opportunities
more objectively.
Brian Koslow

20. www.skillschannel.tv
www.skillschannel.tv
0845 83 777 63
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