{"id":2225,"date":"2015-04-20T18:19:04","date_gmt":"2015-04-20T18:19:04","guid":{"rendered":"http:\/\/buyingfacilitation.com\/blog\/?p=2225"},"modified":"2015-11-12T17:53:05","modified_gmt":"2015-11-12T17:53:05","slug":"making-negotiation-win-win","status":"publish","type":"post","link":"https:\/\/buyingfacilitation.com\/blog\/making-negotiation-win-win\/","title":{"rendered":"Making Negotiation Win-Win"},"content":{"rendered":"

\"resistance<\/a>Using current negotiation models, people feel they are giving up more than they want in exchange for receiving less than they deserve. As part of standard practice, negotiation partners going into a negotiation calculate their bottom line \u2013 what they are willing to give up, and what they are willing to accept \u2013 and then fight, argue, cajole, or threaten when their parameters aren\u2019t met. People have been killed for this. But there is another way.<\/p>\n

In 1997, Bill Ury and I had to read each other\u2019s books (my book was\u00a0Selling with Integrity<\/i><\/b>) in preparation for working together for KPMG. Before our introductory lunch meeting in Santa Fe, I read\u00a0Getting To Yes<\/i><\/b>\u00a0(where BATNA \u2013 Best Alternative to a Negotiated Agreement \u2013 originated), marked the areas I disagreed with in red, and sent the marked book back to Bill. There was a lot of red: his book teaches how to get what you want (potentially win-lose) rather than how everyone can walk away satisfied (win-win). After much discussion during lunch he agreed with me.<\/p>\n

BELIEFS<\/p>\n

Win-lose is an incongruity. If one person loses, everyone loses \u2013 hence there is only win-win or lose-lose. Yet in the typical negotiation process it\u2019s hard to find a win when the \u2018things\u2019 being bartered are not \u2018things\u2019 at all but representations of unconscious, subjective beliefs and personal values (termed Criterial Equivalents in NLP). And neither negotiation partner understands the values these items represent to the other: a house in the country might represent a lifetime goal to one person, and just a place to live to another; a $1,000,000 settlement might illustrate payback for a lost, hard-won reputation to one person, and extortion to another. When much younger, I spent a fortune on a 14K gold waist chain, believing that this decadent indulgence defined me as \u2018making it.\u2019 Seriously.<\/p>\n

It\u2019s possible to take the negotiation beyond the \u2018things\u2019 being bartered, away from the personal and defended \u2018representation\u2019 factor, and chunk up to find mutually shared values agreeable to both \u2013 and then find \u2018things\u2019 that represent them. So it might be initially hard to agree who should get \u2018the house\u2019, but it might be possible to agree that it\u2019s important everyone needs a safe place to live.<\/p>\n

FOCUS ON SHARED VALUES FIRST<\/p>\n

Try this:<\/p>\n

    \n
  1. enter the negotiation with a list of somewhat generic high-level values that are of foundational importance, such as Being Safe; Fair Compensation;<\/li>\n
  2. share lists and see where there is agreement. Where there is no agreement, continue chunking up higher until a set of mutually comfortable criteria are found. A chunk up from Fair Compensation might be \u2018Compensation that Values Employees \u2018;<\/li>\n
  3. list several possible equivalents that match each agreeable criterion. So once Compensation that Values Employees is agreed upon during a salary negotiation, each partner should offer several different ways it could be achieved, such as a higher salary, or extra holidays, or increased paid training days, or a highly sought-after office, or higher royalties;<\/li>\n
  4. continue working backward \u2013 from agreement with high-level, foundational criteria, down to the details and choices that might fulfill that goal, with all parties in agreement.<\/li>\n<\/ol>\n

    Discussions over high level values are often more generic, and far less likely to set off tempers than arguments over \u2018things\u2019: if nothing else, it\u2019s easier for negotiation partners to\u00a0listen to each other<\/a>\u00a0without getting defensive. And once values are attended to and people feel heard they become more flexible in the \u2018things\u2019 they are willing to barter: once Compensation that Values Employees is agreed to, it\u2019s possible to creatively design several choices for an employee to feel fairly valued without an employer stretching a tight budget.<\/p>\n

    Think about negotiations as a way to enhance relationships rather than a compromise situation or a way for someone to win. There is nothing to be won when someone loses.<\/p>\n

    __________<\/p>\n

    Sharon Drew Morgen is the author of 9 books, including NYTimes Business Bestseller\u00a0Selling with Integrity<\/strong><\/em>, and\u00a0What?<\/em>\u00a0Did you really say what I think I heard?<\/em><\/a>\u00a0She has developed facilitation material for sales\/change management, coaching, and listening. To learn more about her sales, decision making, and change management material, (www.dirtylittlesecretsbook.com<\/a>) \u00a0go to\u00a0www.sharondrewmorgen.com<\/a>. To learn more about her work on closing the gap between what\u2019s said and what\u2019s heard, go to\u00a0www.didihearyou.com<\/a>. Contact Sharon Drew for training, keynotes, or online programs at\u00a0sharondrew@sharondrewmorgen.com<\/a>. Sharon Drew is currently designing programs for coaches to Find and Keep the Ideal Client, and Lead Facilitation for Lead Generation.<\/p>\n

    <\/div>\n","protected":false},"excerpt":{"rendered":"

    Using current negotiation models, people feel they are giving up more than they want in exchange for receiving less than they deserve. 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