386 / SETTING YOUR STYLE
Defining interest-based
negotiation
Focusing on interests
In interest-based negotiation, the
negotiators come to the table with a
clear understanding of what they want
and why they want it, but also with an
understanding that the other party has
its own set of needs to fulfill. Knowing
that both parties’ needs can be satisfied
in multiple ways allows for the
negotiation process to be more about
constructive problem solving—that is,
collaborating to find out what they can
do together in order to achieve their
respective interests.
Understanding reasons
Focusing on interests concentrates on
the “why” instead of the “what.” People
always have a reason for wanting
something. For example, imagine that
you and your friend are arguing over who
should have the last orange in the fruit
bowl. Your friend may want the orange
to make juice, while you may want it
because you need the rind to make cake.
If, rather than arguing, you talk about
why you need the orange and uncover
the underlying interests behind your
respective positions, you will discover
that one orange can satisfy both of you.
Negotiators often make the mistake of turning the negotiation process
into a contest of positions. Some are hard bargainers, thinking of the
other party as an adversary; others take a soft approach, considering
the other person as a friend and making concessions easily. Instead
of utilizing hard or soft bargaining tools, effective negotiators
tend to focus on the interests of both parties.
AIM FOR JOINT GAINS
Instead of limiting the thinking
to only one or two options,
work jointly to creatively
explore potential solutions.
FOCUS ON INTERESTS
Make sure that you have a
clear understanding both of
your own interests and those
of the other party.
KNOW YOUR BATNA
Make sure that you have a clear
understanding of your Best Alternative
To a Negotiated Agreement (BATNA)—
the best option available to you if the
negotiation process falls apart.
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DEFINING INTEREST-BASED NEGOTIATION / 387
USE STANDARDS
Base your negotiation
on precedents, laws,
and principles, rather
than arbitrary judgments.
This makes the agreement
fair and makes it easier to
explain the rationale
to others.
SEE BOTH SIDES
Assess the situation from the other
party’s perspective. This improves
communication and helps the other
party understand how they stand
to benefit from the deal.
SEPARATE THE
ISSUES
Keep people issues,
such as emotions,
separate from
substantive issues
(such as price or
delivery dates).
EXCHANGE INFORMATION
Before making any decisions,
exchange information with
the other party to explore
possible solutions jointly.
KNOW YOUR BATNA
Make sure that you have a clear
understanding of your Best Alternative
To a Negotiated Agreement (BATNA see
p.374)—the best option available to you
if the negotiation process falls apart.
Conducting interest-based negotiations
People always
have a reason
for wanting
something
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