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Principles for Win-Win NegotiationsWin Negotiations

Roger Fisher andWilliam Ury



Separate peopleSeparate people

Focus on events or behNegotiations for Conflict ManagementMohammad Tawfik

Focus on events or behparties involved.

from the problemfrom the problem

haviors rather than the#WikiCourses

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haviors rather than the

Focus on interesFocus on interes

Do not take a position andDo not take a position andNegotiations for Conflict ManagementMohammad Tawfik

Do not take a position andDo not take a position andbut to focus on the interebut to focus on the intere

sts not positionssts, not positions

defend it or bargain for itdefend it or bargain for it#WikiCourses


defend it or bargain for it defend it or bargain for it est behind the positionest behind the position

Generate optionsGenerate options

Brainstorm for multipleBrainstorm for multipleNegotiations for Conflict ManagementMohammad Tawfik

Brainstorm for multipleBrainstorm for multiplemind the goal of mutumind the goal of mutu

s for mutual gains for mutual gain

e options keeping ine options keeping in#WikiCourses


e options, keeping in e options, keeping in ual gainual gain

The choice of oThe choice of o

Negotiations for Conflict ManagementMohammad TawfikTry to identify measurable wa

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objective criteriaobjective criteria


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Negotiations for Conflict ManagementMohammad TawfikBest Alternative to Neg

our BATNAour BATNA

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G tti MGetting More

Stuart Diamond

Crown Publishing Group, 2012 ISBN 0307716902ISBN: 0307716902



The Twelve


e Strategies


Goals are paramount



It's about them!



Make emotional payments


s


Every situation is different


t


Incremental is best



Trade things you value un


nequally


Find their standards



Be transparent and const


tructive - not manipulative


Always communicate - Fra


ame the vision


Find the real problem and


d make it an opportunity


E b diffEmbrace differences



PPrepare



Preparing forPreparing for


r Negotiationr Negotiation


Conditions ofConditions of

You are willing and Able to NegotiateNegotiate


f Negotiationf Negotiation

Other Party is willing and

Able to NegotiateAble to Negotiate


SteDefine the conflict iss


ep 1sue (What and Why)


SteIdentify and eva


ep 2luate your goals


Why do I want to reWhy do I want to re


esolve this conflict?esolve this conflict?


What is a good reWhat is a good re


esolution for me?esolution for me?


How important is it toresolu


o me that I reach this ution?


How do I want to be viewHow do I want to be view


wed by the other party?wed by the other party?


How does this situatiomys


n affect the way I view self?


SteDo you want to resolve t


ep 3he issue by negotiating?


Consider the degreeConsider the degree


e of interdependencee of interdependence


Consider yoConsider yoThe ability to influence the other side to


our leverageour leveragemove closer to one's negotiating position


Consider the context of tConsider the context of t


the potential negotiationthe potential negotiation


Consider the natureConsider the nature


of your relationship of your relationship


Consider the risks ofConsider the risks of


introducing the issueintroducing the issue


ConsiderConsider


r BATNAr BATNA


SteArrange a meeting w


ep 4 with the other party


Negotiating Con


nflict Resolutions


SteConduct th


ep 5he meeting


SteMake a


ep 6contract


The contract mThe contract m


must be clearmust be clear


The contract must addrfrom the pres


ress voluntary behavior sent forward


The contract must be anThe contract must be an


unequivocal agreement unequivocal agreement


SteFollow through


ep 7on the contract


Pay attention to the othethe agre


er party compliance with eement


If the other party is in cexpress your


compliance, you should r appreciation


If the other party is not foyou should arrang


ollowing the agreement, e another meeting


RefereRefere1 Th t f C fli t M1. The art of Conflict Manageme

Company2 Getting More Stuart Diamond2. Getting More, Stuart Diamond

ISBN: 03077169023. Negotiation and the Anatomy3. Negotiation and the Anatomy

J.D., LL.M ADR Services, Inc.4. Negotiation Skills & Conflict H

IITM5. Organizational Behavior, Robb

P Ed ti I bliPearson Education, Inc. publis6. NEGOTIATION: The Art of Ge

SCHATZKINegotiations for Conflict ManagementMohammad Tawfik

SCHATZKI,

encesencest Mi h l D th t hint, Michael Dues, the teaching

d Crown Publishing Group 2012d, Crown Publishing Group, 2012

of Conflict, Victoria Pynchon,of Conflict, Victoria Pynchon, Century City, Californiaandling, Ziaur Rahman, CEO,

bins, Judge, and Vohra, © 2011 hi P ti H llshing as Prentice Hall

etting What You Want, MICHAEL


negotiations for conflict management

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