How we change what others think, feel, believe and do
Making Negotiation Win-Win
Guest articles > Making Negotiation Win-Win
by: Sharon Drew Morgen
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 â€“ what they are willing to give up, and what they are willing to accept â€“ and then fight, argue, cajole, or threaten when their parameters arenâ€™t met. People have been killed for this. But there is another way.
In 1997, Bill Ury and I had to read each otherâ€™s books (my book was Selling with Integrity) in preparation for working together for KPMG. Before our introductory lunch meeting in Santa Fe, I read his book Getting To Yes (where BATNA â€“ Best Alternative to a Negotiated Agreement â€“ 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.
Win-lose is an incongruity. If one person loses, everyone loses â€“ hence there is only win-win or lose-lose. Yet in the typical negotiation process itâ€™s hard to find a win when the â€˜thingsâ€™ being bartered are not â€˜thingsâ€™ 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 â€˜making it.â€™ Seriously.
Itâ€™s possible to take the negotiation beyond the â€˜thingsâ€™ being bartered, away from the personal and defended â€˜representationâ€™ factor, and chunk up to find mutually shared values agreeable to both â€“ and then find â€˜thingsâ€™ that represent them. So it might be initially hard to agree who should get â€˜the houseâ€™, but it might be possible to agree that itâ€™s important everyone needs a safe place to live.
FOCUS ON SHARED VALUES FIRST
Discussions over high level values are often more generic, and far less likely to set off tempers than arguments over â€˜thingsâ€™: if nothing else, itâ€™s easier for negotiation partners to listen to each other without getting defensive. And once values are attended to and people feel heard they become more flexible in the â€˜thingsâ€™ they are willing to barter: once Compensation that Values Employees is agreed to, itâ€™s possible to creatively design several choices for an employee to feel fairly valued without an employer stretching a tight budget.
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.
Sharon Drew Morgen is the author of 9 books, including NYTimes Business Bestseller Selling with Integrity, and What? Did You Really Say What I Think I Heard? She 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) go to www.sharondrewmorgen.com. To learn more about her work on closing the gap between what’s said and what’s heard, go to www.didihearyou.com. Contact Sharon Drew for training, keynotes, or online programs at firstname.lastname@example.org. Sharon Drew is currently designing programs for coaches to Find and Keep the Ideal Client, and Lead Facilitation for Lead Generation.
Contributor: Sharon Drew Morgen
Published here on: 17-Apr-16
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