Understanding the differences between interests and positions is the cornerstone of collaborative negotiation success Negotiators find solutions that address both parties' interests Be clear about your interests before entering a negotiation Communication involves talking and listening for the other party's interests Finding the alignment between the parties' interests creates value for both sides Understanding the difference between interests and positions is a cornerstone of collaborative negotiation success. Positions What they say they want Why they want it Positions are surface statements of where a person or organization stands, and rarely provide insight into underlying motivations, values or incentives.
Observe the emotions of the other party, and try not to respond in kind if the discussion becomes "heated.
Finally, make sure that your communication is clear and preciseto avoid misunderstandings. Use active listening techniques, such as looking directly at the speaker, listening carefully, and allowing each person to finish before you respond.
Focus on Interests, Not Positions People are seldom "difficult" just for the sake of it, and almost always there are real and valid differences sitting behind conflicting positions. The way that each person sees the issue may be influenced by many factors, such as their values, beliefs, status, responsibilities, and cultural background.
Try to keep the conversation courteous and avoid attributing blame. Once everyone knows that their interests have been considered, they are more likely to be receptive to different points of view. For example, if you're negotiating with your boss to get more resources for your team, consider that he may be under pressure to reduce costs.
If you look beyond your two positions, you may find that you have a common interest, such as increasing your team's productivity. Invent Options for Mutual Gain By now, each side will likely have a better understanding of the other's interests, and a solution might be obvious.
You may even be on the verge of agreement. If not, stay open to the idea that a completely new position may exist and use the negotiation process to explore your options.
To return to our example, let's say that you've identified increased productivity as a mutual interest, but your company can't afford new staff or equipment.
You could see this as an opportunity to assess working practices, training opportunities, and inexpensive ways to increase efficiency. Brainstorm as many ideas as you can to find a solution to the problem.
Be receptive to all suggestions, then develop the most promising ones into new proposals that you can bring to the negotiating table. Use Objective Criteria This isn't just "setting out the facts," as different underlying needs, interests, opinions, and goals can cause people to interpret facts differently, or cause you to select only those facts that support your position.
For example, during an interdepartmental negotiation in your company about the launch date of a new product, you become convinced that rushing it to market as early as possible is the best option.
It would also give your marketing team more time to prepare a campaign. Try to agree on a set of objective criteria that provide a framework for your discussion. These could include measurements such as legal standards, market value, a mission statement, or contractual terms. Agreeing on standards demonstrates shared values, and a commitment to reaching an agreement.Oregon Gov.
Kate Brown and her aides have been negotiating with business and labor interests in the hopes of keeping some tax-related measures off the ballot. 1 day ago · The National Interest. President Trump’s overt support for the Israeli position has made many Palestinians weary of negotiation and fearful that America is not a neutral arbiter in the.
Interests: The Measure of Negotiation And, negotiators definitely have such interests: the crippled plaintiff desperately wants compensation; a sales manager cares intensely about prices, profit margins, return on investment, and personal compensation; managers may derive value from seeing their particular product sweep the market or furthering some vision of the public interest.
CHAPTER EIGHTEEN Negotiation Bruce Patton N measure of success in negotiation is how well your interests are met, which is beneath their conﬂicting positions is the same interest. In the Israeli-Palestinian NEGOTIATION moff__chqxd 4/21/05 Page Don’t respond to attacks, direct them at the problem.
Dirty tricks can muddy the negotiations too. Use the four principles of principled negotiation to establish ground rules for the negotiations. It therefore has a vital interest in continuing to use its expertise to strengthen European cohesion and improve the management of migration flows.
This second contribution will also enable Switzerland to strengthen and deepen its bilateral relations with partner countries and the EU as a whole – an objective whose importance the Federal.