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Each negotiation has its particularities, people and interests evolved can be
different, context can be different or even the place in space and time can be
different, which makes, each negotiation, a unique event. But, at the same
time, we have some basic elements that don't change.
Though, in a first approach, trying to generalize the process of negotiation
may be temerity, however to have a methodology, or more, to develop the
process it is not only healthy but also essential.
There are several methods to conduct a negotiation, one of them is the
Harvard Method, which is described on the book "Getting a Yes" from Roger
Fisher, William Ury and Bruce Patton.
Another perspective is from Richard Shell, from Wharton School, and that can
be read on the book "Bargaining for advantage". Also, an interesting reading
is the book "Difficult Conversations" from Douglas Stone, Bruce Patton and
Sheila Heen, which focus is on human behavior, and as negotiations are
developed by people, it is important to understand and study their behavior.
The method is framed on four basic aspects: people, interests, options and
standards (objective criteria); and has the premise that the negotiation should
be conducted based on principles, this means that each negotiator should
focus on objective criteria and legitimacy.
There are two vision of negotiation, a win-win approach and the win-lose
approach. The win-lose approach is related with people that only believe on
the perspective of zero-sum based games. If one wins the other part must
lose something. But actually if parties have the focus on mutual interests and
negotiate using standards and principles, it has a good chance to reach a
satisfying and interesting solution for both parties.
With the current competitive spirit of businesses and with the last news about
current disasters of the enterprise environment and their related issues about
Ethics and Honesty, it is difficult to accept the previous paragraph, but it is
truly possible to achieve it.
Experimented negotiators know that, when one of the parties leave the
negotiation in disadvantage, the repercussion of that deal can have a
multiplier effect, provoke damage to the business, region, or country in future
negotiation or even out of them, and can evolve revenge, resentment or
something like accounts' adjust.
So, it is a good policy, not only focusing on short-term, to take care that all
parties shall be attended, the best possible, on their interests.
Before start the negotiation, some work must be done to prepare the process.
A list of option should already be made, analyze yours and other part's
interests, align both interests, invent option for mutual gain, be prepared to
avoid bargain positioning and to return to principles and objective criteria.
When evaluating options, observe the quality of information, don't super-
estimate choices, have broad knowledge of the context and market, avoid
emotional or subjective evaluations.
Now, returning to people, interests, options and standards (objective criteria).
People:
Separate people from problems. Be aware that the valuable incentives may
diverge from one party to another, that what is fair allows different
interpretations; judgments of fairness are biased in an egocentric and self-
serving manner.
Develop mutual understanding, trust and respect, and sustain the negotiation
within the reason field. Avoid that emotions may generate noise and that
arguments diverge to the personal side. Have strategies to deal with
emotions.
Avoid fixed positioning, if comes up some divergence, try to revise opinions,
share information, clarify some points by understanding the other party
making questions or asking help, and always keep the balance of reason and
emotion and seek to control the negotiation within objective criteria and
principles.
Emotionally intelligent negotiators plan for people issues, analyze emotional
traps, have strategies to deal with emotions, have active listening, empathic
actions, develop perspective analysis and perspective testing procedures.
Interests:
Options: