This document summarizes a workshop on principled negotiation approaches. The workshop introduces traditional and principled negotiation styles. Traditional negotiation involves haggling and positional bargaining, while principled negotiation focuses on mutual gains based on interests. The workshop agenda includes forming groups to practice identifying interests, inventing options, and developing objective criteria for negotiations. The objectives are to identify differences between traditional and principled approaches, and to practice planning negotiations. The introduction defines negotiation and differentiates opponent from principled views of the other party.

1. Joe Monaco
Negotiating
Power You Can Use!
Lunch & Learn Workshop
MONACO GROUP, INC.
Human Performance Systems - Design and Management
732-563-4430
jmonaco@LIFTOR.com

2. Identify differences between traditional and principled
negotiation approaches
Objectives
Practice planning for a negotiation in a small group
Access resources to learn more about enhancing your
power in your next negotiation

3. Introduction
Agenda
Form Small Groups (n=5)
Four Power-Enhancing Actions
Questions and Post Workshop Sign-Ups?

4. Negotiation: a discussion intended to produce agreement
Definitions
Opponent: each party to a negotiation wanting to resolve
their differences.

8. Traditional Negotiation
Haggling or Positional Bargaining
• Pick a position and stay with it
• Deception is a key tactic
• Frequently leaves “value” on the table
• View other as “enemy”
• Discount relationship or sacrifice it for gain
Haggling can be useful and appropriate!

9. Principled Negotiation
Mutual Gains Based Upon Interests
• Separate the people from
“the problem”
• Develop a BATNA
• Interests -NOT Positions
• Invent multiple alternatives
• Use objective criteria

10. Separate
“People” From “Problem”
Substantive Issues
• Terms
• Conditions
• Prices
• Dates
• Numbers
• Risks / Liabilities
Relationship Issues
• Balance of emotion/reason
• Degree of Mutual
Understanding
• Relative emphasis on
persuasion or coercion
• Attitude of acceptance (or
rejection)
• Degree of trust & reliability

11. A. Walk-a way position
B. Purpose of negotiation is to improve it
C. MOST POWERFUL thing you can do
Decide a BATNA
(Best Alternative To a Negotiated Agreement)

12. A. Self –select into groups (n=5).
B. Introduce selves.
C. Select member’s negotiation. (Use worksheet)
D. Decide possible BATNA. Report-out in turn.
Group Exercise #1
(10 Minutes)

13. A. Interests are the reasons for positions
B. Interests answer “why” of a position
C. Two daughters and an orange
Negotiate on Interests
NOT Positions

14. A. Re-state negotiation project & BATNA
B. Reference handout page: “Dovetail Different Interests”
C. Brainstorm possible interests
D. When asked, report-out.
Group Exercise #2
(6 Minutes)

15. A. Derive multiple options from interests
B. Create now. Decide later.
C. Ex: Orange rind for flavor or
orange meat to eat?
Invent Alternatives/Options
(Creative thinking counts!)

16. A. Cut orange in half and distribute halves
B. Call mom to bring home more oranges
C. Flip a coin to decide who gets the orange
More Orange Alternatives /Options

17. A. Brainstorm possible options/ alternatives
B. When asked, report-out.
Group Exercise #3
(6 Minutes)

18. A. Factual pieces of information, independent of the parties in the
negotiation
B. Persuasive not only to you, but to the other party, and to a neutral
observer
C. Can establish a range, but should not become a position or anchor
Invoke Objective Criteria

19. Invoke Objective Criteria
More Examples
• What a court would decide
• Moral standards
• Equal treatment
• Tradition
• Reciprocity
• Costs
Examples
• Market Value
• Precedent
• Scientific judgment
• Published Standards
• Efficiency
• Law / Statutes

20. A. Reference handout page: “Develop Objective Criteria”
B. For each option, brainstorm possible objective criteria
C. When asked, report-out.
Group Exercise #4
(6 Minutes)

21. A. You are fully ready to negotiate when you can make your opponent’s
case for them.
A. To the extent that you can complete both columns of the “Plan the
Negotiation Worksheet”, you are prepared to negotiate.
B. Practice any of the principles with low risk negotiations until you get
comfortable . Good Luck!
Final Thoughts

22. Thank You
MONACO GROUP, INC.
Human Performance Systems - Design and Management
732-563-4430
jmonaco@LIFTOR.com