21 leaders of the parties to the team may be a good

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– 21 – leaders of the parties to the team, may be a good place to start. In general, parties who are able to solve their contractual disputes using mutual gains bargaining will find the number of disputes that cannot be solved between the parties significantly reduced in number. Parties who agree to continue the dialogue are far more likely to maintain the mutual trust they have developed during the negotiating process. FINAL COMMENTS Interest based bargaining is not a panacea. It does not mean that all solutions can be solved without the confrontations that often characterize disputes, including the traditional sanctions used in industrial relations. What it does give to the parties is a better opportunity to solve complicated problems and to build a relationship that allows both sides to maximize their interests. Any experienced negotiator will tell you that it is a mistake to win too big. A win which humiliates or denigrates the other side is almost bound to lead to future problems. Bargaining is a human process. Interest based bargaining works because it takes cognizance of the way in which human beings work best together. This paper, is by its very nature, only a very brief discussion of the issues. There is a growing body of literature dealing with interest based and mutual gains bargaining. Over the last several years, a growing number of professionals have come to realize the importance and validity of the techniques briefly described in this paper. Even if you don't use the particular methodology set out in this paper, and in other materials, exposure to the approach will, in my view, improve both your performance as a negotiator, and more importantly, the results you achieve.
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