How To Negotiate Agreement Without Giving In
Instead, the weaker party should focus on evaluating its best alternative to a negotiated agreement (BATNA). The authors note that “the reason you negotiate is to produce something better than the results you can achieve without negotiation.” [p. 104] The weaker party should refuse agreements that would make it worse than its BATNA. Without a clear vision of its BATNA, a party negotiates blindly. BATNA is also the key to making the most of existing assets. The power in a negotiation comes from the ability to detach itself from negotiations. Thus the party with the best BATNA is the most powerful party in the negotiations. In general, the weaker party can take unilateral steps to improve its negotiating alternatives. They need to identify potential opportunities and take steps to develop those opportunities.
The weaker side will have a better understanding of the context of the negotiations, even if it tries to appreciate the BATNA on the other side. Fisher and Ury conclude that “the development of your BATNA will not only define a minimum agreement, but also increase that minimum.” [p. 111] To misreduce the other party`s intentions on the basis of his own fear is a common mistake; the authors describe it as a bad habit that could cost “fresh ideas towards a deal.”  The authors explain that feelings are as important as the content of the dispute during negotiation. Communication is the main aspect of the negotiations and the authors point out three common problems in communication: there are three points to take into account when using objective criteria. First of all, any issue must be addressed as a common search for objective criteria. Ask for the justification of the other party`s proposals. Using the arguments of other parties to support your own position can be a strong way to negotiate. Second, each party must keep an open mind. They must be reasonable and willing to reconsider their positions if there are reasons for this. Third, while reasonable, negotiators should never give in to pressure, threats or bribes. If the other party stubbornly refuses to be reasonable, the first part may move the discussion of the search for substantive criteria in search of procedural criteria. Fisher and Ury`s first principle is to separate people from subjects.
People tend to take personal care of the topics and positions of their site. And so they will tend to take answers to these questions and positions as personal attacks. Separating people from subjects allows parties to tackle problems without damaging their relationship. It also helps them to ask more clearly about the content of the problem. Since its original publication in 1981, Getting to Yes has been translated into 18 languages and has sold more than one million copies in various editions. This completely revamped edition is a universal guide to the art of negotiating personal and professional disputes. It offers a concise strategy to move from all conflicts to mutually acceptable agreements.