Orange_2_Presentacion_V1

ORANGE 2
Harvard Negotiation Styles
Cooperative Negotiation
The 6 principles of Harvard Negotiation
Metholodogy

PRESENTATION VIDEO 1

Guadalupe de la Mata
1
www.innovationforsocialchange.org

TODAY’S CLASS

 NEGOTIATION STYLES

 HARVARD METHODOLOGY

 The Six Principles of cooperative neogotiation (Harvard Methodology)

 Main concepts

 Keys to prepare for negotiation considering each of them

 Real Examples (short videos)

 Lets experience it!: the Ugly Orange Case Study

2

Negotiation Styles
HIGH COLLABORATE
ACCOMODATE Problem solved creatively, aiming for win-win
Characteristics:
Build friendly relationship
Search for common interests
Characteristics:
Problem-solving behaviours
Promote harmony
Recognising both parties’ needs
Avoid substantive differences
Synergistic solutions
Give into pressure to save relationship
COMPROMISE Win-win becomes the main purpose of the
CONCERN FOR RELATIONSHIP

Place relationship above fairness of negotiator
the outcomes Split the difference

Characteristics:
Meeting half way
AVOID Look for trade offs DEFEAT
Take whatever you can get/Inaction Accept half-way measures Be a winner at any cost/Competitive
Characteristics: Aims to reduce conflict rather than problem solve Characteristics:
Feeling of powerlessness synergistically
Win-Lose competition
Indifference to the result
Pressure/Intimidation
Resignation, surrender
Adversarial relationships
Take what the other party is willing to
Defeating the other becomes a goal for the
concede
negotiator
Withdraw & remove = behaviour of
negotiator

CONCERN FOR SUBSTANCE
LOW HIGH

Source: Rollin & Christine Glaser

Harvard Negotiation Project

• Began in 1983

• In conjunction with
MIT and Tufts

• Negotiation art and
a science

Getting to Yes Authors

Roger Fisher Bruce Patton William Ury

Getting to Yes: 6 PRINCIPLES

What do you really care about?
The needs, concerns, goals, hopes and fears that
motivate the parties

INTERESTS:
Ideas about how the parties might meet
Promises made to build or their interests together.
finalise agreement.
COMMITMENT OPTIONS

Basic building
blocks of negotiation

How do you deal with Steps each party could take to satisfy
people issues? COMUNICATION
ALTERNATIVES
their own interests outside the current
and
RELATIONSHIP negotiation (BATNA)
Prepare to communicate efficiently
during the negotiation
CRITERIA

How can I persuade them they are being fairly treated?
Criteria that the parties use to legitimise their perspectives.
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INTERESTS: OPTIONS ALTERNATIVES CRITERIA COMUNICATION RELATIONSHIP COMMITMENTS

Starting point
• Don’t Bargain Over Positions
 Arguing over positions produces unwise outcomes
 Arguing over positions is inefficient
 Arguing over positions endangers an ongoing relationship
 When there are many parties, positional bargaining is even
worse
 Being nice is no answer
 There is an alternative…

8

INTERESTS: OPTIONS ALTERNATIVES CRITERIA COMUNICATION RELATIONSHIP COMMITMENTS

Principle 1. Interests
The purpose of a negotiation is to satisfy your interest and the other party´s
interests

. POSITIONS
• “WHAT YOU SAY YOU
WANT” (DEMANDS, TERMS
AND CONDITIONS, etc.)
• A position is a way to satisfy
interest, a mean to an end.

INTERESTS
• UNDERLYING MOTIVATIONS,
NEEDS AND CONCERNS,
FEARS AND ASPIRATIONS
• The WHY we want
something
Negotiate the WHY….not the WHAT

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• First example of negotiation style.
• http://www.youtube.com/watch?v=rYGJNh8w
FRc&feature=relmfu in this video 3.09’ al
4.17’
• Watched it! Continue Guadalupe’s video

10

Principle 1. Interest vs. positions
 Positional vs. Cooperative Negotiations
 Focusing on positions can lead to sub-optimal agreements

Position B  Positions A and B are too far
away for a mutually
beneficial agreement
Interests A Interests B

 Interests A and B, as a
Position A broader concept, allow for a
common ground for
Zone of agreement
potential
agreement

Cooperative negotiations

Fisher and Ury define negotiations as “Back and forth
communication to reach agreement where some interests are
shared and some interests are opposed.
“Getting to Yes”
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Cooperative negotiation: Negotiating is not Compromising

 The purpose of a negotiation is to
satisfy your interest and the other
parties interests
 Joint problem solving: Both
parties share the problem of trying
to find an agreement that both can
live with
 Finding a good agreement, that
does not leave potential joint gains
on the table

Principle 1. Interests preparation

UNDERTANDING Your interests:

• Why do I want what I want? Am I sure?
• My needs, concerns, goals, hopes and fears
• Have I assigned priorities to what is really important for me?
• Prepare yourself to communicate your interests clearly

UNDERSTANDING Their interests

• Make sure you understand the interests of the other side
• Ask why? What is the purpose?
• Their needs, concerns, goals, hopes and fears
• Focus on interest throughout the negotiation: please, help me
to understand your main concerns?
• Put yourself on the other persons shoes, see what drives them

13

INTERESTS: OPTIONS ALTERNATIVES CRITERIA RELATIONSHIP COMMITMENTS

Principle 2. Options

The range of possibities among which parties can reach an
agreement

 Create options to satisfy interests.
 An agreement is better if it incorporates many options
 Brainstorming to come up with ideas and options that
can meet the interests of both sides
 Do not evaluate them during brainstorming

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Principle 2. Options preparation A

 Find ways to work together to maximize common benefits
 Broaden the options on the table, rather than look for a
 single answer.
 BE CREATIVE!
 Search for mutual gains.
 Invent ways to make their decision easy.

16


Principle 2. Options preparation B

AVOID ENCOURAGE

• Premature judgedment • Separate inventing from
• Searching for the single deciding
answer • (brainstorming)
• The assumption of a • Consider
fixed pie brainstorming with the
• Thinking that ‘solving other side
their problem is their
problem’
17


Principle 2. Options preparation C

Look for mutual gain

• Identify shared interests
• Dovetail different interests
• Any difference in interests?
• Different beliefs?
• Different values placed on time?
• Different forecasts?
• Differences in aversion to risk?
• Ask for their preferences
18


Principle 3. Alternatives

What I am going to do if we don't reach an agreement?

• Deals I can take outside of the possible agreement
• Look at all your alternatives and select the BEST
• Know your BATNA

You are going to negotiate with more
Best CONFIDENCE if you know what you
Alternative can do if the negotiation fails
To
a
Negotiated
Agreement
20

BATNA. An example. 1
In the first scenario, let's say that you are a buyer who
goes to a supplier to purchase some badly needed parts to
complete a project.

The supplier senses your urgency; his eyes begin to gleam
with anticipation. You want the lowest price possible
while he wants the higher price.

You have no fallback position. You are both on the same
boat but the supplier is holding the oars, so guess who
decides where the boat makes land?

21

BATNA. An example. 2
On the other hand, say you go to the meeting prepared. Before
arranging the meet, you set up talks with 2 other suppliers who
are ready and able to handle all your needs.

When you meet with the first supplier in this second scenario,
you can calmly sit back in your chair, and allow the supplier to
finish his spiel.

Now, watch how the supplier´s attitude changes when he
realizes his competitors willingness to solve your problem. You
have BATNA! The talks suddenly become more amenable.

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Principle 3. Alternatives Preparation

YOUR BATNA THEIR BATNA
• Before going into the negotiation explore • Think about their BATNA: What about
other possibilities outside of it THEIR alternatives if you do not reach an
• Once you have all potential alternatives, agreement?
select one that is the Best Alternative • Prepare arguments to their BATNA: why a
(BATNA) deal will be better for them than their
• What can you do to improve your BATNA? BATNA

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Principle 3. Alternatives

Pause video and watch video below, a second example of negotiation style.
http://www.youtube.com/watch?v=Ghk9jM80g7g&feature=related
minutes 3.28 – 9.18
Watched it!
Notice the resistance to think about their BATNA
How to help an account team to get ready for a sale?
Know your walkaway alternative
Would you accept any deal whatsoever?
We have finished it!
See the results of having prepared BATNA in this third example
http://www.youtube.com/watch?v=6UEdEaiVnPo&feature=related
minutes 0:28 – 06.30
Coment in the wall

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