1.

NEGOTIATION WORKSHEET

Tenant’s Interest (Mine) Type Priority

Pay The Least Rent Option for Monthly Rent D H
Start Date Between Two to Three Months from Now C M
Sublet With Little or No Advance Notice to Landlord D M
Heating And Cooling S H
Biweekly Office Cleaning S L

Landlord’s Interest Type Priority

Get The Highest Option Monthly Rent D H
Rent Out Immediately Start Date C M
Sublet Allowed with One Month Notice D L
Biweekly Office Cleaning Policy S L

Other Stakeholders Type Priority

Colleague the tenant will subletting the space to Shared interest M
with the Tenant
Lawyers Shared interest L
with their clients
Developer Shared interest M
with the landlord
Realtor/Agent Shared interest L
with the tenant
Legend Type Priority
S= Shared H= High
D=Differing M=Medium
C=Conflicting L=Low

2. FOCUSING ON INTERESTS

As a tenant, my core interest is renting a property that can be easily accessible to my clients and will
provide outmost privacy, while the property should have a good heating and cooling system as per
weather requirement, the rent should be between $1600 to $1800. I would like to start the lease in the
next two months because that will give me enough time to plan my move and communicate the office
relocation to my clients. I would also like a lenient sublet policy, as my job entails traveling for weeks. So,
I would like to be able to sublet the office space to a colleague in my line of business for the duration I
am away. My final interest is the regular

cleaning which will ensure the property is well maintained and appealing for business, so I would like for
the property to be cleaned biweekly. The Landlord would like to rent the property out as soon as
possible at a rate that is a bit higher than comparable property because the property is just renovated,
and upgrades was made to the cooling and heating system. This is attainable because the location of the
property is highly sort after. The Landlord will prefer two weeks’ notice before the property can be
sublet. Cleaning can be arranged on a biweekly basis so that the property can be well maintained.

3. CRITERIA NEEDED FOR NEGOTIATION

The following criteria will be the tenant’s reference point during the negotiation.

Issues Criteria Based on Research

Monthly Rent for The Size of The Property Between $1,400 And $ 1,700
Monthly Rent the With Cooling and Heating Between $1,650 And $1,800
Upgrade
Start Date Decision From Immediately the Space Is Ready to Within
One Month
Sublet Policy to Someone in The Same Line of From No Advance Notice to One Month
Business
Office Cleaning At An Agreed Frequency

Based on a market analysis of the vicinity, the prevailing rate monthly lease for a Ninety to One hundred
and fifty square foot office space (90 – 150 SQ. FT) around Chapel Hill is between $1,400 and $1,700
depending on the upgrades done. Common start dates are any time from immediately after lease have
been signed to a month from the lease date. Sublet policy is usually of no issue if the person the space is
being subleased to, is in the same line of business. Cleaning is usually done by the property owners on a
regular basis and at an agreed frequency.

4. OPTIONS FOR NEGOTIATION

Tenant’s Interest Landlord’s Interest Options

Pay the least rent option for
Monthly Rent
Start date between two to three
months from now
Sublet with little or no advance
notice to landlord
Heating and Cooling
Get the highest Option Monthly
Rent
Tenant should move in on or
before the next 1 month
Sublet allowed with one month
notice
Heating and Cooling Upgraded
 Take out mobile furnishings
that tenant already has or does
not need which increases the
rent.
 Only make upgrades that are
required; focus on necessities
and not luxury.
 Start date can be within 1
month.
 Tenant will start paying rent
for delay beyond 1 month.
 Sublet notice of 1 week
 Flexible Notice: Tenant
informs landlord immediately
travel plans is known and
discuss subletting details.
 Heating & Cooling System
does not have to be premium;
emphasis should be on
functionality.
 Biweekly Office Cleaning Biweekly Office Cleaning Policy  A consensus has been reached
to clean bi-weekly.

Based on the interest of the Tenant and the Landlord, the above options can be laid out at the
negotiation table. The options listed above are the agreement compromises the tenant feels will be in
the interest of both parties. On the other hand, the points below portray the starting point of the
negotiation, which helps to solidify the negotiation to ensure a win-win, and to avoid a huge shift from
the initial interest whilst negotiating with compassion. The listed initial stance worth an upper range of
4,950 points.

1. The Tenant agrees to pay $1,800 per month while the Landlord is insisting on $2,200.

2. The landlord wants the tenant to move in immediately or within a month after the lease is signed,
while the tenant wants a leeway of 3 to 4 months.

3. The Tenant wants to be able to sublet to people in the same line of business without prior notice to
the landlord, while the landlord wants at least one month notice.

4. Both parties have agreed to regular bi-weekly office cleaning policy.

5. NO AGREEMENT ALTERNATIVES

The Best Alternative to A Negotiated Agreement (BATNA) for the tenant is to lease from Beta buildings
with a deal point that is worth 3,350 points. This alternative will be maximized if:

o The Corporate Court space does not match or offer more value (cost, time, flexibility) than the Beta
building

o The landlord comes across as not been compassionate

o A favorable compromise cannot be reached on the high priority interests

6. The 4D approach includes:

a. Design: This involves building a negotiation framework based on several factors that ensures success
and avoids negotiation difficulty or an unfavorable outcome. For a successful result, I have been able to
research and consider everyone’s point of view in the negotiation process. This will help to achieve a
comprehensive negotiation strategy void of bias and ignorance. Also, developing the negotiation plan
with a goal, agenda, and core message will help me stay on course with my needs. The negotiation plan
and design will help me deal with difficult issues or tactics that might impede having a prompt and
favorable closure.

b. Dig: This includes the identification of the subjective interests of all parties involved. So far, as seen in
this report, I (as the tenant) have been able to plan the negotiation based on my interest and the interest
of other stakeholders especially the landlord. Understanding the landlord’s interest and the interest of
other stakeholders will help to build options/compromises that are considerate of their needs and foster
a long-term relationship. Also, this allows me to understand what is important to all parties and to see
the big picture. To better understand the stakeholders’ interest my plan involves utilizing my people skills
when sharing my interest and asking general, specific, reflective, challenge, and consequence questions,
to help in the analysis of underlying interest or issues, and to make implicit interests explicit.

c. Develop: This entails laying on the table all practical options developed through research criteria and
brainstorming sessions and having an open mind to invite and share options, with the understanding
that idea invention/creation is different from a firm decision. Hence, ideas should not be hoarded before
all the options are laid out.

Also, I have been able to research other no-agreement alternatives to aid the negotiation process and to
serve as a benchmark for the discussion. Reviewing all the available options helps me clearly know when
to walk away from a deal or accept it. To properly evaluate my opportunity costs, I consider the costs and
benefits of every option available and weigh them against each other. Doing this has helped to reach a
resolution that the next best alternative is the Beta Building. Getting to a conclusion might require asking
my negotiating counterparts about their BATNA and sharing mine whilst avoiding any form of threat.

d. Decide: This encompasses generating a momentum to make an objective and efficient closing
decision void of coercion and instead based on a clear conscience and facts. Based on my bottom line,
reaching either a Best Possible Agreement (BPA) or Minimum Possible Agreement (MPA) closure might
require pinpointing my leverage as well as other parties’ competitive advantage, and strategizing to
address difficult tactics.

7. Negotiation Type and Style Checklist

a. What type of negotiation are you entering? Since the landlord-tenant relationship is something that
would last for the duration of the lease and a cordial relationship is required between both parties, I
consider this negotiation to be a Balanced Concern type of negotiation, as both relationship and
substance matter.

b. What style(s) is my counterpart likely to show?

My counterparts are likely to exhibit one or more of the following styles due to their high interest on the
substantive outcome:

i. Competing: They may want to focus more on asserting their own interests and may offer
options that are more favorable to them with the desire to win.
ii. Avoiding: They may want to avoid the negotiation entirely and instead focus on Tenants willing
to adhere to their stipulated terms and conditions.

c. What style(s) should I adopt?

With relationship been a key focus for me, I would adopt one or the following styles depending on the
direction of the negotiation:

i. Accommodating: I intend to empathize with my landlord’s interests and offer options that serve
us both to foster a good relationship and build trust.
ii. ii. Compromising: I hope to be fair in my negotiation and to look for expedient mutually
acceptable solutions whilst pursuing efficiency and not being too self-interested.
iii. iii. Collaborative: I aim to be creative in solving issues raised by generating new options that
meet shared interests, for mutually satisfying outcomes and relationship.
8. Strategies for dealing with difficult tactics whilst taking into consideration reactions and goals to
reduce negative conflict includes:

a. Increasing Personal Awareness: It mainly involves paying attention to one’s thoughts and feelings,
with the goal of figuring out what bothering issues and avoid frustration.

b. Keep Your Eyes on The Price: It entails not losing sight of one’s goals and staying focused on the
common ground/shared interest especially when frustrated.

c. See Yourself as Difficult: This encompasses empathizing with the opponent’s stand by trying to
understand their rationale. Identifying with your opponent’s motivation would help to stay calm when
emotions are running high.

I will use the “Increasing Personal Awareness” and “See Yourself as Difficult” tactics because combining
this two tactics makes one emotionally intelligent which is an important trait for dealing with difficult
people and difficult situations. Being emotionally intelligent helps to not just be aware of your emotions
but also the emotions of your opponent and allows you respond in an appropriate manner.

9. APPENDIX

A. Quick Prep Negotiation Planner

Date: APRIL 14, 2022

Negotiator: Agent on behalf of FAQIRULLAH SAMIM
Situation: Landlord – Tenant Office Space Lease Negotiations
GOALS AGENDA DEALOGUE
Substance:  Introductions Core Message:
 Both Parties Share Interests  Core Message I am grateful that you have
 Reach a Favorable Conclusion  Goals considered my application for
 Sign Contracts if A Consensus  Summary of previous property the lease of your property. I
is Reached tour or meeting truly believe that we could
 Interests Communications agree on terms that would serve
Relationship:  Brainstorming Session us both extremely well. I am
 Trust  Options Consideration hoping we can spend today
 Openness  Agreed Terms & Conditions sharing & listening to our
 Mutual Respect Communication interests, perspectives, and
 Compassion  Next Steps options, so we can ultimately
 Clear Communication  Round Table reach a mutually benefiting
consensus which hopefully
involves a longterm tenant-
landlord cordial relationship.
Tenant INTERESTS Landlord
 Pay The Least Rent Option for  Get The Highest Option
Monthly Rent Monthly Rent
 Start Date Between Two to  Rent Out Immediately Start
 Three Months from Now Date
 Sublet With Little or No  Sublet Allowed with One
Advance Notice to Landlord Month Notice
 Heating And Cooling  Biweekly Office Cleaning
 Biweekly Office Cleaning Policy
OPTIONS CRITERIA
(Objective)
 Take out mobile furnishings  Based on a market analysis of
that tenant already has or does the vicinity, the prevailing rate
not need which increases the monthly lease for a Ninety to
rent. One hundred and fifty square
 Only make upgrades that are foot office space (90 – 150 SQ.
required; focus on necessities FT) around Chapel Hill is
and not luxury. between $1,400 and $1,700
 Start date can be within 1 depending on the upgrades
month. done.
 Tenant will start paying rent  Common start dates are any
for delay beyond 1 month. time from immediately after
 Sublet notice of 1 week lease have been signed to a
 Flexible Notice: Tenant month from the lease date.
informs landlord immediately  Sublet policy is usually of no
travel plans is known and issue if the person the space is
discuss subletting details. being subleased to, is in the
 Heating & Cooling System same line of business.
does not have to be premium;  Cleaning is usually done by the
emphasis should be on property owners on a regular
functionality. basis and at an agreed
 A consensus has been reached frequency.
to clean biweekly.
NO-AGREEMENT ALTERNATIVES
Tenant Landlord
The Best Alternative to A Lease the property to the
Negotiated Agreement (BATNA) highest Tenant in terms of rent
for the tenant is to lease from
Beta buildings with a deal point
that is worth 3,350 points

B. 4D KEY POINTS SUMMARY

 Preparing for your negotiation will make all the difference.

 Until you create value, any price is too high.

 Be assertive on both the substance and the relationship.

 When team negotiating, provide specific roles to individuals.

 When emotions run high, stop focusing on the problem and start focusing on the people.

 Negotiating is an interactive activity, so you won’t always do everything in a strict order.

 Discussing no-agreement alternatives is a critical tool of win-win negotiating.

 Respond to position or demand statements with interest questions.

 You can use an expand-the-pie approach regardless of what the other side does.

 Effective negotiators do not just listen to words, they listen for what the other side really cares about.

 Be assertive with interests, flexible with options.

 Walk directly to the BATNA instead of being defensive.

 Strive for a better deal for all parties as you get closer to final agreement.

 When you get stuck, go back to underlying interests.

 Discipline, persistence, and patience will pay off.

 Remember to summarize your agreements.

C. Interests, Options, Criteria and No-Agreement Alternatives Worksheets

Tenant’s Interest (Mine) Type Priority

Pay The Least Rent Option for Monthly Rent D H
Start Date Between Two to Three Months from Now C M
Sublet With Little or No Advance Notice to Landlord D M
Heating And Cooling S H
Biweekly Office Cleaning S L

Landlord’s Interest Type Priority

Get The Highest Option Monthly Rent D H
Rent Out Immediately Start Date C M
Sublet Allowed with One Month Notice D L
Biweekly Office Cleaning Policy S L

Other Stakeholders Type Priority

Colleague the tenant will subletting the space to Shared interest M
with the Tenant
Lawyers Shared interest L
with their clients
Developer Shared interest M
with the landlord
Realtor/Agent Shared interest L
with the tenant
Legend Type Priority
 S= Shared H= High
D=Differing M=Medium
C=Conflicting L=Low

Options MPA BPA

Take out mobile furnishings that 
tenant already has or does not
need which increases the rent.
Only make upgrades that are 
required; focus on necessities
and not luxury.
Start date can be within 1 
month.
Tenant will start paying rent for 
delay beyond 1month.
Sublet notice of 1 week 
Flexible Notice: Tenant informs 
landlord immediately travel
plans is known and discuss
subletting details.
Heating & Cooling System does 
not have to be premium;
emphasis should be on
functionality.
A consensus has been reached 
to clean bi-weekly.

Criteria Persuasive?
Between $1,400 And $ 1,700 Usual Rent 
Between $1,650 And $1,800 Upgraded Space Rent 
Start Date from Immediately the Space Is Ready to Within One Month 
From No Advance Notice to One Month Sublet Notice 
Regular Cleaning at An Agreed Frequency 

No-Agreement Alternatives BATNA

Mine (Beta Buildings) 
Space With the Least Rent Option for Monthly Rent
Space With a Start Date Between Two to Three Months from Now
Space With Little or No Advance Subletting Notice to Landlord
Space With Working Heating and Cooling
Space with at least Biweekly Office Cleaning

Landlords’ 
Tenant With the Highest Option Monthly Rent
Tenant Willing to Start Rent Immediately
Tenant Willing to Provide at least One Month Sublet Notice
Tenant Willing to Accommodate a Biweekly Office Cleaning Policy

D. Design Checklist
Design Checklist
Set Goals
a) Substance:
 Both Parties Share Interests
 Reach a Favorable Conclusion
 Sign Contracts If A Consensus is Reached
b) Relationship:
 Trust
 Openness
 Mutual Respect
 Compassion
 Clear Communication

Construct an Agenda
a) Agenda:
 Introduction
 Core Message
 Goals
 Summary of previous property tour or meeting
 Interests Communications
 Brainstorming Session
 Options Consideration
 Agreed Terms & Conditions Communication
 Next Steps
 Round Table
b) Ground rules:
 Brainstorming sessions will be open, and solutions derived will not be committed to without consideration of
other options
 Idea inventions will not be considered as decisions
 Only one person can speak at a time
 Any form of abuse, coercion, or bullying will not be tolerated
 The interests of all parties will be considered before reaching a consensus
c) Roles:
 Agent: Lead Negotiator
  Tenant: Secondary Negotiator
 Colleague: Observer
 Landlord: Key Stakeholder
Deliver a Core Message
a) Core message:
I am grateful that you have considered my application for the lease of your property. I truly
believe that we could agree on terms that would serve us both extremely well. I am hoping we
can spend today sharing & listening to our interests, perspectives, and options, so we can ultimately
reach a mutually benefiting consensus which hopefully involves a long-term tenant landlord cordial
relationship.

E. Digging for Interests Worksheet

Digging for Interests
Their Position __________________________________________
I won’t agree unless you pay $2,200 as rent.
Their Possible Interests__________________________________
 Wants to win
 Wants to be heard
 Wants a tenant who promptly pays bills
 Wants to lease the property as soon as possible
 Wants 2 weeks sublet notice
Your Interests Questions_________________________________
 Why is the rent way higher than the average rent within the property’s location?
 What criteria did you use to come up with the rent amount?
 What was your previous tenant rent?
 Can you tell me why 1 week sublet notice would not work?
 How does 2 weeks notice provide more value to you?
 Do you have any concerns I am unaware of, maybe from previous tenants?
 What are your other interests?
 Which of your interests is of a higher priority?
 What interests are you flexible with?

F. Developing Options Worksheet

Developing Options
Criteria Questions to Ask_________________________________
 What type of upgrades were done?
 Were the upgrades implemented out of necessity?
 What alternative options are you offering?
 What possible solutions are willing to offer for the start date?
____________________________________________________________
Criteria Statements______________________________________
Why don’t we research together on the internet to find the average property rent around this location with
the same size as this? ____________________________________________________________
____________________________________________________________

G. Dig and Develop Checklist

1. Discover interests
a) What questions will probe for the other party’s interests?
 Why is the rent way higher than the average rent within the property’s location?
 What criteria did you use to come up with the rent amount?
 What was your previous tenant rent?
 Can you tell me why 1 week sublet notice would not work?
 How does 2 weeks notice provide more value to you?
 Do you have any concerns I am unaware of, maybe from previous tenants?
 What are your other interests?
 Which of your interests is of a higher priority?
 What interests are you flexible with?
What interests do you want to share?
 Reasonable Monthly Rent Option for
 Start Date Between Two to Three Months from Now
 Sublet With Little or No Advance Notice to Landlord
 Working Heating and Cooling
 Biweekly Office Cleaning
 What interests do you not want to disclose?
 Pay the least rent in the area
2. Brainstorm options
a) What options might you try to draw out?
 Take out mobile furnishings that tenant already has or does not need which increases the rent.
 Only make upgrades that are required; focus on necessities and not luxury.
 Flexible Notice: Tenant informs landlord immediately travel plans is known and discuss subletting details.
 Heating & Cooling System does not have to be premium; emphasis should be on functionality.
b) What options do you want to put on the table?
 Take out mobile furnishings that tenant already has or does not need which increases the rent.
 Only make upgrades that are required; focus on necessities and not luxury.
 Start date can be within 1 month.
 Flexible Notice: Tenant informs landlord immediately travel plans is known and discuss subletting details.
 Heating & Cooling System does not have to be premium; emphasis should be on functionality.
c) What options do you not want on the table?
 BATNA
 Sublet notice of 1 week
 Tenant will start paying rent for delay beyond 1 month.
3. Narrow through criteria
a) What questions might you ask to find helpful criteria?
 What type of upgrades were done?
 Were the upgrades implemented out of necessity?
 What alternative options are you offering?
 What possible solutions are willing to offer for the start date?
b) What criteria statements will you provide?
 Why don’t we research together on the internet to find the average property rent around this location with
the same size as this?
 It might be helpful for us to research together allowable property rent start dates.
 c) What criteria will you not provide?
 Common start dates are any time from immediately after lease have been signed to a month from the
lease date.
4. Ready no-agreement alternatives
a) Will you disclose your BATNA?
 If necessary
b) If you do disclose, how will you do it?
 Not in a threatening or coercive manner but used as a leverage.
c) Will you ask about the other party’s BATNA, and if so, how?
Yes, in a subtle and friendly manner.

H. Information Exchange Worksheet

INFORMATION EXCHANGE WORKSHEET
For an upcoming negotiation, fill out the following:
Get:
 Information on any BATNA
 New Decision reached Give:
 Information on Decision made Guard:
 Rent Leeway

I. Closure Strategies Worksheet

Closure Strategies
Closure Strategy
 Aim for Best Possible Agreement
 Have a clear picture of my Minimum Possible Agreement
 Make Tentative Agreements
________________________________________
Sample Dialogue________________________________________
To reiterate our discussion so far, we have agreed on some of our interests and have decided to do some
further research and provide some supporting documentations before our

J. Decide Checklist
Decide Checklist
1. Aim for the Best Possible Agreement (BPA)
a) What is the Best Possible Agreement?
 Rent of $1600
 Flexible sublet notice
 Start date of 4 months
b) What is your Minimum Possible Agreement?
 Rent of $1800
 1 week sublet notice
 One month start date
2. Make tentative agreements
 a) What tentative agreements might you offer or accept in this meeting?
 Cleaning frequency
 1 week sublet notice
3. Take the next steps
a) What are the next steps that will get you closer to an agreement on substance?
 Research on pending issues
 Email supporting documents
 Re-inspection of the property to see upgrades discussed
4. Get both parties on the same side
a) What steps will you take to ensure that you and the other party are on the same side?
 Taking a Collaborating, Compromising, and Accommodating Approach.

REFERENCES:
NEGOTIATION SKILLS: Simple Strategies to Help You Negotiate Everything.
Lum, Grande. THE NEGOTIATION FIELDBOOK. New York: McGraw Hill, 2011.