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Unformatted text preview: Negotiation Negotiation
Part Two: BATNA Part
from Getting to Yes
Fisher, Ury & Patton, 1991 Negotiation Negotiation
Part 2: The BATNA
from Fisher, Ury & Patton, 1991 (2nd Ed.) Getting to Yes Intersections of Intersections Conflict and Negotiation
Conflict Goals Topic Relational Identity Process Getting to Yes People Interests Options Criteria Side by Side Problem Solving BATNA BATNA Best Alternative to a Negotiated Agreement What will you do if you walk away from the table? Relative negotiating power = attractiveness of other options
• P/I lawsuit example, estate contest example BATNA vs. “Bottom Line” BATNA Bottom line is a minimum set of acceptable terms Bottom line is not the same as an identified set of interests Bottom line obscures opportunities that develop during negotiation Bottom line leads to overcommitment Developing your BATNA Developing Interests (decision making variables)
• Motivations, needs, limitations, commitments, costs (including sunk costs) The possible outcomes you face Avoid the “sum of all options fallacy” Evaluate:
• Best case • Marginal case • Unacceptable case Identify Their Probable BATNA Their interests (decision making variables)
• Motivations, needs, limitations, commitments, costs (including sunk costs) The possible outcomes they face What are their other options
• Best case, “can live with,” unacceptable “Micro-BATNAs” Framing the objectives for each negotiating session If no agreement is reached in this session, what is the best outcome? Tactical Commitments Tactical Clarify what you will do
• • Clarify what you won’t do Clarify what you want them to do Make a firm offer Helps assure the other party that they’re not on a “slippery slope” to further demands Clarity: Clarity: Negotiation is Careful Listening Understand their interests Weaken appeal of their BATNA Continuously evaluate where interests intersect Agility to create options Helps grow the pie (radio station sale example) Dirty Tactics Dirty Psychological Warfare
• Stressful situations • Personal attacks (estate contest example) • Good cop/bad cop • Threats Dirty Tactics Dirty Positional Pressure Tactics
• Refusal to negotiate • Extreme demands • Escalating demands • Lockin tactics • “Heardhearted partner” • Calculated delay • “Take it or leave it” Dirty Tactics Deliberate Deception
• • • Phony Facts Ambiguous Authority Dubious Intentions Don’t trust unless you have reason to trust (Доверяй, но проверяй) Partial Disclosure isn’t deception “Take it or Leave It” Good analysis of interests leads to getting them to reconsider Are they bluffing? When should you state your BATNA? Sources of Power Sources A good working relationship Understanding interests Well considered BATNA Using external standards of legitimacy Carefully crafted commitments “Negotiation power is the ability to persuade someone to do something” (Getting to Yes, p. 178). ...
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This note was uploaded on 02/28/2011 for the course COM 259 taught by Professor Miner during the Spring '08 term at ASU.
- Spring '08