Nama : Maharatri Refina Berlianti

Kelas : B19 Manajemen

NIM : 19808141053
Matkul : Business English

CHAPTER I AND II
CHAPTER I
A. The Problem
1. Don’t Bargain Over Positions
a. Arguing over positions produces unwise agreements
Because more attention is paid to position, less attention is devoted to meeting
the underlying interests of the parties. A deal is unlikely. The result is often an
agreement that is less satisfying for both parties than it should be.
b. Arguing over positions is inefficient
If each decision involves not only surrendering to the other party but is likely to
generate pressure to surrender further, the negotiator has little incentive to move
quickly. They all increase the time and cost of reaching an agreement and the
risk that there is no agreement at all.
c. Arguing over positions endangers an ongoing relationship
Anger and resentment often occur because one party sees itself subject to the
other's rigid desires while its legitimate concerns are not resolved.
d. Being nice is no answer.
They hoped to avoid it by following a softer negotiation style. Instead of seeing
the other party as enemies, they preferred to see them as friends. Instead of
emphasizing the goal of winning, they emphasized the need to reach an
agreement.
e. There is an alternative.
You can change the game. The first negotiations may involve your salary, the
terms of the rent, or the price to pay. The second negotiation concerns how you
will negotiate substantive questions: by haggling for a soft position, by haggling
for a difficult position, or by some other method.
CHAPTER II
B. The Method
2. Separate the PEOPLE from the Problem
The agreement-making process can result in a commitment to mutually satisfactory
results. A working relationship in which trust, respect, respect and friendship is built
over time can make each new negotiation smoother and more efficient. And
people's desire to feel good about themselves, and their concern for what others
would care about them, can make them more sensitive to the interests of other
negotiators.
a. Negotiators are people first
A fundamental fact about negotiation, easily overlooked in corporate and
international transactions, is that you are not dealing with abstract
representatives of the "other side," but with people.
b. Every negotiator has two kinds of interests: in substance and in
relationship.
Every negotiator wants to reach an agreement that satisfies his substantive
interests. That's why someone negotiates. Apart from that, negotiators also
have an interest in their relationships with other parties.
- The relationship tends to become entangled with the problem
- Positional bargaining puts relationship and substance in conflict.
c. Separate the relationship from substance; deal directly with people
problems
In negotiating, it's easy to forget that you have to deal with not only their
people's problems, but also your own.
d. Perception
Understanding the other's thinking is not the only useful activity that will
help you solve your problem.
- Put yourself in their shoes.
- Discuss each other's perceptions.
- Look for opportunities to act inconsistent with their perceptions.
- Give them a stake in the outcome by making sure they participate in the
process.
- Face-saving: Make your proposals consistent with their values.
e. Emotions
 Emotions on the one hand produce emotions on the other. Emotions can
quickly bring a negotiation to a dead end or end.
- First recognize and understand emotions, theirs and yours.
- Make emotions explicit and acknowledge them as legitimate.
- Allow the other side to let off steam.
- Don't react to emotional outbursts.
- Use symbolic gestures.
f. Communication
Negotiation is a process of communicating back and forth to reach a
common decision.
- Listen actively and acknowledge what is being said.
- Speak to be understood
- Speak about yourself, not about them.
- Speak for a purpose.
- Prevention works best
- Build a working relationship.
- Face the problem, not the person.
3. Forus on INTEREST, Not Position
a. For a wise solution reconcile interests, not positions
The parties' problems appear to be a conflict of positions, and since their aim is
to agree on a position, they naturally tend to think and talk about positions and
in the process often run into dead ends.
- Interests define the problem.
Interest motivates people; They are silent movers behind the hubbub of
position. Your position is something that you have decided on. Your
interests are what led you to decide this. Reconciling interests rather than
working positions usually there are several possible positions that can
satisfy them.
- Behind opposing positions there are common and compatible interests,
as well as conflicting interests.
b. How do you identify interests?
The benefits of looking behind interests for interests are obvious. How to do
this is less clear. A way tends to be concrete and explicit; underlying interests
may not be, are not, intangible, and may be inconsistent.
 - Ask why?
- Ask "Why not?” Think about their choice
- Realize that each side has multiple interest
- The most powerful interests are basic human needs.
- Make a list.
c. Talking about interests
The goal of negotiating is to serve your interests. The likelihood of it happening
increases when you communicate it. The other party may not know your
interests, and you may not know theirs.
- Make your interest come alive.
- Acknowledge their interest as part of the problem.
- Put the problem before your answer.
- Look forward, not back.
- Be concrete but flexible.
- Be hard on problem, soft on people.
4. Invent OPTIONS for Mutual Gain
a. Premature judgment
Under the pressure of the upcoming negotiation, your critical feelings are likely
to sharpen. Practical negotiation seems to require practical thinking, not wild
ideas.
b. The assumption of a fixed pie
A third explanation for why there may be so few good choices on the table is
that each party sees the situation as essentially either / or - either I understand
what is in dispute or you are doing.
c. Thinking that "solving their problem is their problem"
In order for a negotiator to reach an agreement that serves his own interests, he
needs to develop solutions, which also appeal to the vested interests of others.
d. Separate inventing from deciding
Since judgment blocks the imagination, separate creative action from critical
action; separate the process of thinking about possible decisions from the
selection process between them. Create first, decide later.
e. Consider brainstorming with the other side.
 To protect yourself while brainstorming with the other party, explicitly
distinguish brainstorming sessions from negotiation sessions where people
express official views and talk about notes.
f. Broaden Your Options
You are developing a space for negotiation. Space can only be created by having
a large number of very different ideas - ideas that you and the other party can
build on later in negotiations, and among which you can co-opt.
- Multiply options by shutting between specific and the general: The
Circle Chart.
- Look through the eyes of different experts.
- Invent agreements of different strengths.
- Change the Scope of the Proposed Agreement
g. Look for mutual gain
Mutual interest in preventing mutual loss is the possibility of mutual benefit. So
that each party is satisfied with creative solutions.
- Identify shared interest.
- Dovetail differing interest.
- Ask for Their Preference
h. Make Their Decisions Easy
We should do something that makes the decisions easier than making decisions
that are difficult for the other party.
- Whose shoes?
- What decision?
- Making Threats Is Not Enough
5. Insist on Using Objective Criteria
a. Deciding on the basis of will is costly
If trying to resolve differences, then the solution is to negotiate on a certain basis
that does not depend on the wishes of both parties i.e., on the basis of objective
criteria.
b. The Case For Using Objective Criteria
- Principled Negotiations produces wise agreements amicably and
efficiently.
It's easier to deal with people discussing objective standards. People who
use objective criteria tend to use their time more efficiently to talk about
 standards and possible solutions. Independent standards are even more
important for efficiency when more parties are involved.
c. Developing Objective Criteria
Negotiations will be smoother and better if you determine the method of
negotiation and prepare ahead of time, such as developing alternative standards
and plans for their implementation in cases.
- Fair Standards
- Fair Procedure
d. Negotiate on objective criteria
- Frame Each Issues As a Joint Search for Objective Criteria
- Reason and Be Open To Reason
- Never Yield In To Pressure
e. "It's Company Policy"
Examples of real cases where one party uses a bargaining position and the other
has a negotiating principle. Tom, one of our colleagues, had his parked car
completely destroyed by a garbage truck. The car is insured, but the exact
amount Tom can recover remains his and works with the insurance adjuster.