Getting To Yes
MGT 603 Negotiation and Conflict Resolution
Jennifer Hocutt
March 13, 2015
In the book, Getting to Yes, there are many great points addressed in regards to negotiation. The first part of the book exposes many of the unsuccessful measures that are commonly utilized in the negotiations process. Examining closely the differences between “soft” and “hard” negotiation tactics and defining how individuals place themselves into on category over the other was a good way to premise our typical viewpoint on negotiation processes. Looking closer at the definition of “soft” and “hard” negotiators, it is discovered that soft negotiators posses the following viewpoints:
Participants are friends
The goal is agreement
Consequently, “hard” negotiators posses the following viewpoints:
Participants are adversaries
The goal is victory
Between the two sides identified, many people believe they are one or the other. The book suggests the value in trying an alternative approach. “The answer to the question of whether to use soft positional bargaining or hard is “neither”. Change the game.” (Fischer, Ury and Patton.2011.pg: 11)
The method examined within the book consists of:
Separating the people from the problem
Focus on interests, not positions Invent options for mutual gain
Insist on using objective criteria
The two strategies that presented in the book that I believe would be beneficial and will utilize in future negotiations are separating the people from the problem invent options for mutual gain. Separating the people from the problem can be difficult as it is human tendency to establish relationships and make connections. Successful negotiation can be achieved with greater ease when there is an established solid relationship between the parties. The sharing of mutual respect and trust provides a sense of loyalty and both parties believe that one another have the best interest of the other in mind. This is not always the case; however perception tends to be a person’s reality. “Understanding the other side’s thinking is not simply a useful activity that will help you solve your problem. Their thinking is the problem.” (Fischer, Ury and Patton.2011.pg: 24)
There are occasions in which people take advantage of a relationship in order to advance their interests, which can lead to a breakdown in communication and the relationship itself. People are more likely to be “soft” with one another and want both to walk away feeling it was a win on both sides. This can lead to more compromise than necessary because the avoidance of conflict becomes a priority. When an individual concedes a great deal, resentment and bitterness can become the end result. This would not be considered a successful negotiation. As the book suggests, separating the people from the problem leads to a more objective point. “Dealing with the substantive problem and maintaining a good working relationship need not be conflicting goals if the parties are committed and psychologically prepared to treat each separately on its own legitimate merits.” (Fischer, Ury and Patton.2011.pg: 23) The techniques proposed in the book to help separate the people from the problem consist of:
Disentangle the relationship from the substance; deal directly with the people problem
Put yourself in their shoes
Don’t deduce their intentions from your fears
Don’t blame them for your problem
Discuss each other’s perceptions
Look for opportunities to act inconsistently with the perceptions
Give them a stake in the outcome by making sure they participate in the process
It is important to understand that emotions run high during negotiations. People feel compelled to defend their ideals and will dig their feet in to stand firm with their beliefs. People can be passionate about a topic, thus making negotiations difficult. Understanding their viewpoint and acknowledging it will assist in softening the person to seeing your viewpoint as well. The
