9.5
PRINCIPLED NEGOTIATION:
CREATING LONG-TERM, WIN–WINAGREEMENTS
Inspired by Roger Fisher, Elizabeth Kopelman, Andrea Kupfer Schneider, and William Ury.In today’s complex, rapidly changing work environments, leaders need a negotiating strategy
to ensure that agreements are followed through and intended results are achieved. This tool
summarizes some of the principles of a win–win negotiation process—often called the Harvard
process—as distinct from hard-nosed strategies designed to get the most for one side, no mat-
ter the consequences (e.g., damaging working relationships). In this sense, negotiation is
defined as the back-and-forth process to discover and optimally satisfy the wants and needs of
both parties. The goal is to reach a consensual 50-50 agreement that will fulfill as many of the
needs of each party as possible. This tool outlines the four principles of win–win negotiating
that have become legendary for a) getting results, b) building working relationships, and c)
ensuring a strong, mutual level of commitment to implementation.
- SEPARATE THE PEOPLE FROM THE PROBLEM.
- FOCUS ON INTERESTS RATHER THAN TAKING A POSITION.
A position is a predetermined outcome or conclusion (e.g., “Be here at seven a.m.”). An inter-
est is the need, want, or concern underlying the position (e.g., “We need an early start to get
this job done.”).
SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 277
- Relationships tend to become
entangled with problems. - We tend to favor and like some
people, and dislike others. - Negotiation nearly always involves
the most human of all emotions:
fear.
[☛13.6 Attribution Theory]- Whatever you say, others will often
hear something different. - It is impossible to know exactly
what the other(s) are thinking or
feeling. - Perceptions are real, whether or
not they are true.
[☛8.1 Conversations]✔Be hard on the problem; be soft
on people.
✔Get to know the others as people.
✔Acknowledge emotions as
legitimate.
✔Allow others to vent.
✔Give others a stake in the out-
come by involving them early in
the process.Assumptions Difficulties Some how-to’s- Taking a position locks people
into a solution; focusing on inter-
ests opens up a range of new
solutions. - There are numerous positions for
every interest.
[☛7.1 Problem Framing]- Many people are so focused on a
fixed position, they cannot see
the underlying interest. - Leaping to conclusions (e.g., tak-
ing a position) is a common prob-
lem for most people.
✔ Explain the difference between
interests and positions.
✔ Commit to your interests; be flexi-
ble regarding your positions.
✔ Realize that you and the others
involved share many interests.
✔ Communicate your interests; ask
others to communicate theirs;
acknowledge their interests.Assumptions Difficulties Some how-to’s