reach agreement? Does failure to reach an agreement cut you out of future opportunities? And what alternatives might the other person have?
• Relationships: what is the history of the relationship? Could or should this history impact the negotiation? Will there be any hidden issues that may influence the negotiation? How will you handle these?
• Expected outcomes: what outcome will people be expecting from this negotiation? What has the outcome been in the past, and what precedents have been set?
• The consequences: what are the consequences for you of winning or losing this negotiation? What are the consequences for the other person?
• Power: who has what power in the relationship? Who controls resources? Who stands to lose the most if agreement isn’t reached? What power does the other person have to deliver what you hope for?
• Possible solutions: based on all of the considerations, what possible compromises might there be?
BATNA
BeyondTractability.org says that in order to effectively judge whether a proposed negotiated agreement should be accepted, each party must understand its BATNA. BATNA is a term coined by Roger Fisher and William Ury in their 1981 book, Getting to Yes: Negotiating Without Giving In. It stands for “best alternative to a negotiated agreement.” So each party needs to understand what their BATNA is. If someone has a strong BATNA (the best alternative outcome is better than the outcome of the negotiation), they have a strong negotiating power. If someone has a weak BATNA
(they are negotiating out of extreme need or desperation), they are susceptible to being taken advantage of during the negotiation. Examples of a weak BATNA can include negotiating for salary when you are unemployed or buying a car when you current vehicle breaks and you really have to buy one. In almost every case, the person with the strongest position in a negotiation is the one who is best prepared for the possibility of the deal not happening at all — the one with the strongest BATNA.
SEPARATE PEOPLE
FROM ISSUES Fisher and Ury’s first principle in Getting to Yes: Negotiating Without Giving In is to separate the people from the issues. Some people tend to become personally involved with the issues and with their side’s positions during a negotiation. If they do that, they tend to take responses to their issues and positions as personal attacks. By separating the people from the issues, the parties are able to get a clearer view of the overall problems. Fisher and Ury go on to identify three basic people barriers to negotiation: Differences on perception, emotions and communication.
DIFFERENCES ON PERCEPTION Since most conflicts are based on differing interpretations of the facts, it is crucial for both sides to understand the other’s viewpoint. It is helpful to put yourself in the other’s shoes. Each party to the negotiation should try to make proposals which would be appealing to the other party.
EMOTIONS
Negotiation can be a frustrating process. Because of this, some people
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