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Although negotiation takes place every day, it is not east to do well. Standard strategies for negotiation often leave people dissatisfied, worn out, or alienated -- and frequently all three. People find themselves in a dilemma. They see two ways to negotiate: hard or soft. The soft negotiator desperately tries to avoid conflict when the hard negotiator gives all he can afford to win. There is a better way to negotiate. A way that is neither hard nor soft but rather hard and soft. Principled negotiation is about being HARD on the PROBLEM while being SOFT on the PEOPLE. By means of roleplay, discussion groups and reflection we will introduce the method of principled negotiation. At the end of this training session you will be able to analyse past negotiations and prepare future negotiations to encompass the four basic principles we will introduce to you.

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Getting To Yes Negotiating Agreement Without Giving In By Roger Fisher and William Ury I. Don’t Bargain Over Positions • Any method of negotiation may be fairly judged by three criteria: o It should produce a wise agreement if agreement is possible o It should be efficient o And it should not damage the relationship between the parties • A wise agreement can be defined as one that meets the legitimate interests of each side to the extent possible, resolves conflicting interests fairly, is durable and takes community interests into account. • Arguing over positions is inefficient o Negotiators tend to lock themselves into their positions. The more they clarify their position and defend it, the more committed they are to it. Ego gets involved. o The more they try to convince the other side of their position, the more difficult it becomes to compromise. o Negotiators start by taking an extreme position and taking small concessions only to keep negotiating going. The same is true for the other side. o The more extreme the more drawn out the negotiation • Being nice is no answer o Pursuing a soft and friendly form of positional bargaining makes you vulnerable to someone who plays a hard game of positional bargaining. o If your response to sustained, hard positional bargaining is soft positional bargaining, you will probably lose your shirt. • There is an alternative – principled negotiation can be boiled down to four basic points: o People – separate the people from the problem. The participants should see themselves as working side by side, attacking the problem, not each other o Interests – focus on interests, not positions o Options – Generate a variety of possibilities for mutual gain before deciding what to do o Criteria – Insist that the result be based on some objective standard Getting To Yes Page 2 of 11 Getting To Yes Page 2 of 11 Getting To Yes Page 3 of 11 II. Separate the People from the Problem • Negotiators are people first – o You are dealing with human beings, not abstract representatives. They have emotions, deeply held values, and different backgrounds and viewpoints. o Be sensitive to the people around you. • Put yourself in their shoes – o Seeing the situation as the other side sees it, is one of the most important skills a negotiator can possess. o If you want to influence them, you also need to understand empathetically their point of view. o Understanding their point of view is not the same as agreeing with it. • Address the other side’s concerns o It is common in negotiation to treat as “unimportant” those concerns of the other side perceived as not standing in the way of an agreement. o To the contrary, communicating loudly and convincingly things you are willing to say that they would like to hear can be one of the best investments you as a negotiator can make. III. Focus on Interests, Not Positio.

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The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.

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