negotiation techniques-the harvard method (1)

5/23/2018 Negotiation Techniques-The Harvard Method (1)

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NEGOTIATION

TECHNIQUESDRA. MILAGROS GASTELUMENDI HILBCK.

MAYO, 2, 2011


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Harvard Method

NEGOTIATION TECHNIQUES

Harvard Method

Each negotiation has its particularities, people and

interests evolved can be different, context can be

different or even the place in space and time can be

different, which makes, each negotiation, a uniqueevent. But, at the same time, we have some basic

elements that don't change.


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Harvard Method


Harvard Method:

Have a methodology, or more, to develop the processit is not only healthy but also essential.

This method is framed on four basic aspects:

People,Interests, Options and Standards

(objective criteria); and has the premise that thenegotiation should be conducted based on principles,this means that each negotiator should focus onobjective criteria and legitimacy.


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Harvard Method


Harvard Method:

Before start the negotiation, some work must be doneto prepare the process. A list of options shouldalready be made,:

Analyze yours and other part's interests.

Align both interests. Invent option for mutual gain, be prepared to avoidbargain positioning and to return to principles andobjective criteria.


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Harvard Method

Harvard Method: PEOPLE

Separate peoplefrom problems.

Be aware that the valuable incentives may diverge fromone party to another, that what is fair allows differentinterpretations; judgments of fairness are biased in anegocentric and self-serving manner

Develop mutual understanding, trust and respect, andsustain the negotiation within the reason field. Avoid thatemotions may generate noise and that arguments divergeto the personal side. Have strategies to deal withemotions.


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Harvard Method

Harvard Method: PEOPLE Avoid fixed positioning, if comes up some divergence,

try to revise opinions, share information, clarify somepoints by understanding the other party making questionsor asking help, and always keep the balance of reasonand emotion and seek to control the negotiation withinobjective criteria and principles.

Emotionally intelligent negotiators plan for peopleissues, analyze emotional traps, have strategies to dealwith emotions, have active listening, empathic actions,develop perspective analysis and perspective testing

procedures


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Harvard Method

Interests:

Interests is what we want achieve with the

negotiation. Positioning is what you decidedaccording to the interests. For each interest we have

different positioning. As we negotiate to attend

interests, and as negotiation - one of its definitions -

is the use of power, time and information, though, it

should be optimized at the maximum the process of

negotiation.


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Harvard Method

To accomplish it, we need to be precise on the negotiableissues, must recognize the interests of the other party anddemonstrate it, maintain the process strictly in objectivecriteria, standards and principles, however your should beaffable, polite, with a constructive spirit and a facilitator

but, at the same time, inflexible with principles andobjectivity

In the case of impediments to develop further thenegotiation, try to identify the reasons, suggestalternatives by asking "why not", discuss other optionswith a "if we", try to evolve the other party with somequestion like: "why should we do that way?".


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Harvard Method

Options:Before starting the negotiation, as we already said, some options(alternatives) should already been studied. All evolved must be attended intheir interests, or at least tried to. The objective is to have a balancednegotiation and, at the end, have all parties satisfied at the most, and noone with hard feelings or a feeling of frustrationWhat makes harder thesearch of options with mutual gain is the vision of a unique answer to the

problem, or a premature judgment, or to keep the focus on the interests ofonly on party, or still believe in zero-sum games when someone wins andsomeone loses..

The unique solution tends the negotiation to the impasse because theabsence of options. With the premature judgment, alternatives areeliminated without the correct evaluation. Observing only the owninterests will provoke difficulties and delays on the process. The zero sumgames perspective diverge from the vision of mutual benefits.


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Harvard Method

Standards (Objective Criteria):The definition of objective criteria is fundamental to be able touse the Harvard Method, because the method is based on

principles, clear values and impartiality. So, if that is notfollowed the efficiency and efficacy will be harmed, as wellthe possibility of an efficient, friendly and wise agreementwith future and interesting possibilities of unfolding in new

ones. One of the most common feelings is the sensation thatwhat is on the table is not fair. So, all issues must be clear anddon't have any doubts. The best is to have transparency,impartiality and that the standards are accepted by all, thatthey are easily understood and applicable.


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Harvard Method

When defining them, it is interesting to have in mind

the balance of mutual interests and impartiality, to be

open to different forms and perspectives, to not giveup under pressure, when the matter is about

principles and objective criteria.

If the criteria are objective, clear and impartial, the

negotiation is facilitated, the stress is reduced, the

relationship is preserved and it will be opened to

possibility of new businesses in the future.


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POWER NEGOTIATING

POWER NEGOTIATING It teaches you how to win at the negotiating table but

leave the other person feeling that (he, she) won. ASK FOR MORE THAN YOU EXPECT TO GET It raises the perceived value of what you are offering.

And it prevents deadlocking . Start with your Maximum Plausible Position (MPP)

which is the most you can ask for, and still appearcredible. Power Negotiation know that first offers seem extreme

but are only the begining, they know that they will workthey way toward a solution both sides can accept.


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POWER NEGOTIATING

NEVER SAY YES TO THE FIRST OFFER

Why not? If you do , it triggers to negative thoughts

in your counterparts mind.

FLINCH

The thruth of the matter is that when people make aproposal . They are watching for your reaction. A

concession always follows a flinch. If you dont

flinch, it makes the other person a tougher negotiator.


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POWER NEGOTIATING

AVOID CONFRONTATION

If the other side takes a position with which you

disagree, dontargue . That only intensifies their

desire to be proved right. Get in the habit of agreeing

initially and turning it around. This approach givesyou time to think, then you will have found what

you need to say.


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POWER NEGOTIATING

HIGHER AUTHORITY:

Once you are in Negotiation, itsalways good to

postpone a decisin and plead , that we have to run

the deal by some outside person with Higher

Authority .

The other side will make more concessions to peoplethey dontsee or know , than they will to you alone.

negotiation techniques-the harvard method (1)

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