What is Negotiation? - Harvard PON
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The authors of Getting to Yes define negotiating as a “back-and-forth communication designed to reach an agreement when you and the other side have some ... × PONDailyBlog PON–ProgramonNegotiationatHarvardLawSchool-https://www.pon.harvard.edu Comment Manypeopledreadnegotiation,notrecognizingthattheynegotiateonaregular,evendailybasis.Mostofusfaceformalnegotiationsthroughoutourpersonalandprofessionallives:discussingthetermsofajobofferwitharecruiter,hagglingoverthepriceofanewcar,hammeringoutacontractwithasupplier. Thentherearethemoreinformal,lessobviousnegotiationswetakepartindaily:persuadingatoddlertoeathispeas,workingoutaconflictwithacoworker,orconvincingaclienttoacceptalatedelivery. “Likeitornot,youareanegotiator …Everyonenegotiatessomethingeveryday,”writeRogerFisher,WilliamUry,andBrucePattonintheirseminalbookonnegotiating,GettingtoYes:NegotiatingAgreementWithoutGivingIn. Whatdothesenegotiationshaveincommon,andwhattoolsshouldweusetogetwhatweneedoutofoureverydaynegotiations,largeandsmall? ClaimyourFREEcopy:NegotiationSkills Buildpowerfulnegotiationskillsandbecomeabetterdealmakerandleader.DownloadourFREEspecialreport,NegotiationSkills:NegotiationStrategiesandNegotiationTechniquestoHelpYouBecomeaBetterNegotiator,fromtheProgramonNegotiationatHarvardLawSchool. WhatisNegotiation? TheauthorsofGettingtoYesdefinenegotiatingasa“back-and-forthcommunicationdesignedtoreachanagreementwhenyouandtheothersidehavesomeintereststhataresharedandothersthatareopposed.” Otherexpertsdefinenegotiationusingsimilarterms.InhernegotiationtextbookTheMindandHeartoftheNegotiator,LeighThompsonreferstonegotiationasan“interpersonaldecision-makingprocess”thatis“necessarywheneverwecannotachieveourobjectivessingle-handedly.”AndintheirbookJudgmentinManagerialDecisionMaking,MaxH.BazermanandDonA.Moorewrite,“Whentwoormorepartiesneedtoreachajointdecisionbuthavedifferentpreferences,theynegotiate.” Together,thesedefinitionsencompassthewiderangeofnegotiationswecarryoutinourpersonallives,atwork,andwithstrangersoracquaintances. SevenElementsofNegotiations Unfortunately,mostpeoplearenotnatural-bornnegotiators.Thegoodnewsisthatresearchconsistentlyshowsthatmostpeoplecansignificantlyimprovetheirnegotiationskillsthrougheducation,preparation,andpractice. MembersoftheHarvardNegotiationProjectdevelopedaframeworktohelppeoplepreparemoreeffectivelyfornegotiation.TheSevenElementsframeworkdescribestheessentialtoolsneededtoidentifyourgoals,prepareeffectivelytominimizesurprises,andtakeadvantageofopportunitiesastheyariseinnegotiation,writesPattoninTheHandbookofDisputeResolution. Here,weoverviewthesevenelements: Interests.Interestsare“thefundamentaldriversofnegotiation,”accordingtoPatton—ourbasicneeds,wants,andmotivations.Oftenhiddenandunspoken,ourinterestsnonethelessguidewhatwedoandsay.Experiencednegotiatorsprobetheircounterparts’statedpositionstobetterunderstandtheirunderlyinginterests. Legitimacy.Thequestforalegitimate,orfair,dealdrivesmanyofourdecisionsinnegotiations.Ifyoufeeltheotherpartyistakingadvantageofyou,youarelikelytorejecttheiroffer,evenifitwouldleaveyouobjectivelybetteroff.Tosucceedinnegotiation,weneedtoputforthproposalsthatotherswillviewaslegitimateandfair. Relationships.Whetheryouhaveanongoingconnectionwithacounterpartordon’tthinkyou’lleverseeheragain,youneedtoeffectivelymanageyourrelationshipasyournegotiationunfolds.Relationshipdynamicsbecomeallthemoreimportantwhenyouhaveanongoingconnection:futurebusiness,yourreputation,andyourrelationshipswithothersmayhanginthebalance.Youcanstrengthentherelationshipbytakingtimetobuildrapportandbymeetingyourownhighethicalstandardsthroughouttheprocess. AlternativesandBATNA.Evenaswetakepartinnegotiations,weareawareofouralternativesawayfromthetable—whatwewilldoifthecurrentdealdoesn’tpanout.NegotiationpreparationshouldincludeananalysisofyourBATNA,orbestalternativetoanegotiatedagreement,accordingtoGettingtoYes.Forexample,ajobcandidatemaydeterminethatshewillstartapplyingtogradschoolsifaparticularjobnegotiationfallsapart. Options.Innegotiations,optionsrefertoanyavailablechoicespartiesmightconsidertosatisfytheirinterests,includingconditions,contingencies,andtrades.Becauseoptionstendtocapitalizeonparties’similaritiesanddifferences,theycancreatevalueinnegotiationandimproveparties’satisfaction,accordingtoPatton. Commitments.Innegotiations,acommitmentcanbedefinedasanagreement,demand,offer,orpromisemadebyoneormoreparty.Acommitmentcanrangefromanagreementtomeetataparticulartimeandplacetoaformalproposaltoasignedcontract. Communication.Whetheryouarenegotiatingonline,viaphone,orinperson,youwilltakepartinacommunicationprocesswiththeotherpartyorparties.Thesuccessofyournegotiationcanhingeonyourcommunicationchoices,suchaswhetheryouthreatenoracquiesce,brainstormjointlyormakefirmdemands,makesilentassumptionsaboutinterestsoraskquestionstoprobethemmoredeeply. Armedwithabetterunderstandingofthesebuildingblocksofnegotiation,youarepositionedtolearnmoreabouthowtopreparetocreateandclaimvalueinnegotiations,managefairnessconcerns,andreachthebestdealpossible—bothforyouandforyourcounterpart. Doyouconsideryourselfanaturalbornnegotiator?Leaveacommentbelow. ClaimyourFREEcopy:NegotiationSkills Buildpowerfulnegotiationskillsandbecomeabetterdealmakerandleader.DownloadourFREEspecialreport,NegotiationSkills:NegotiationStrategiesandNegotiationTechniquestoHelpYouBecomeaBetterNegotiator,fromtheProgramonNegotiationatHarvardLawSchool. RelatedPostsDearNegotiationCoach:ManagingExpectationsand“BeingNice”ValueClaiminginNegotiationAskANegotiationExpert:LearningFromHumanitarianNegotiationsAmidInternationalConflictNegotiationStrategies:EmotionalExpressionattheBargainingTableBodyLanguageinNegotiationCanBuildRapport—WithoutSayingaWord Comment Comments NoResponsesto“WhatisNegotiation?” Yes!WenegotiateeverysingledayofourlivesasIsayinmytalkswhetherit’samultimilliondollardeal,howtogetyourkidstodotheirhomeworkorwheretomeetfordinner,ourlivesarefilledwithnegotiationopportunities.Thankyouforsharingthisarticle. Reply Yes–fromourfirstcrytoourlastbreath,wenegotiatetofillourneedsviainteractionwithothers. Reply GoodintiativetowardslegalFuture Reply Thesevenelementshavegivenmeanindepthunderstandingofhowtobecomeabetternegotiator.Harvardisthebestlearninginstitutionintheworld.Thankyou. Reply Clickheretocancelreply. 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GuhanSubramanianistheProfessorofLawandBusinessattheHarvardLawSchoolandProfessorofBusinessLawattheHarvardBusinessSchool. Articles&Insights BATNA NegotiationResearch:WhenManyBATNAsAreWorseThanOne PowerinNegotiations:HowtoMaximizeaWeakBATNA LearningfromBATNAExamplesinNegotiation ManagingDifficultNegotiators HowNegotiatorsCanStayonTargetattheBargainingTable BusinessNegotiations Win-WinBargaining:PrivateNegotiation,PublicAuction,orBoth? ABusinessNegotiationCaseStudy:EndingtheNHLLockout DealingwithCulturalBarriersinBusinessNegotiations NegotiationinBusiness:Ethics,Bias,andBargaininginGoodFaith ShouldSalaryExpectationsBeaLaughingMatter? ConflictResolution ACaseStudyofConflictManagementandNegotiation AdvancedNegotiationStrategiesandConcepts:HostageNegotiationTipsforBusinessNegotiators HowtoManageConflictatWork ConflictManagementSkillsWhenDealingwithanAngryPublic AwayfromthePodiumandOfftotheBalcony:WilliamUryDiscussestheDebtCeilingNegotiationsFacingObamaandUSCongressionalRepublicans CrisisNegotiations WhatisCrisisManagementinNegotiation? FamousNegotiationsCases–NBAandthePowerofDeadlinesattheBargainingTable InCrisisNegotiations,StayRationalUnderPressure NegotiatingControversialIssuesinDifficultNegotiations Learningfromcrisisnegotiations DealingwithDifficultPeople ExamplesofDifficultSituationsatWork:ConsensusandNegotiatedAgreements DealingwithDifficultPeopleandNegotiation:WhenShouldYouGiveUptheFight? NegotiationTips:ListeningSkillsforDealingwithDifficultPeople NegotiatingwiththeEnemy HowtoHandleDifficultCustomers Dealmaking TeamNegotiation:TackleCommonPitfalls WhatisDistributiveNegotiationandFiveProvenStrategies PowerinNegotiation:ExamplesofBeingOverlyCommittedtotheDeal MESONegotiation:TheBenefitsofMakingMultipleEquivalentSimultaneousOffersinBusinessNegotiations WhatLeadstoRenegotiation? DisputeResolution RepairingRelationshipsUsingNegotiationSkills PatienceisaWinningNegotiationSkillforGettingWhatYouWantattheNegotiationTable ChoosetheRightDisputeResolutionProcess NegotiationCaseStudies:Google’sApproachtoDisputeResolution DifficultSituationsatWork–NegotiationSkillsforDealingwithDifficultPeople InternationalNegotiation DiplomaticNegotiations:TheSurprisingBenefitsofConflictandTeamworkattheNegotiationTable DearNegotiationCoach:HowCanIImproveMyCross-CulturalNegotiationSkills? 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