Getting to Yes: A Guide to Principled Negotiation (Book Digest)

The conventional model of negotiation is a test of wills: Each side starts with an extreme position and then digs in, trying to concede as little as possible before a deal is reached.

"Getting to Yes" introduces a different approach called principled negotiation. It involves reaching mutually beneficial agreements based on objective criteria rather than power dynamics.

Principled negotiation requires addressing the parties' underlying interests rather than their surface-level positions. Principled negotiators start by understanding each side's interests so they can craft creative solutions that expand value by getting each side what they most need. This, in turn, builds lasting business relationships.

The Four Elements of Principled Negotiation

Principled negotiation consists of four fundamental elements:

1. Separate the people from the problem: Address people problems directly by making emotions and perceptions explicit. "Try on" the other side's views and give them ownership in the process.

2. Focus on interests, not positions: Focusing on underlying interests reveals compatible solutions that secure each side what they most need. These are impossible to discover when fixated on positions.

3. Invent options for mutual gain: Look for items of low cost to you but high value to them and vice versa so that you can trade.

4. Insist on using objective criteria: Replace contests of will with fair standards. Justify your position with a theory of fairness and ask the other side to do the same.

Understanding Both Sides' Interests

The most important skill in principled negotiation is uncovering and understanding both sides' interests. Positions are what people say they want; interests are why they want it.

Behind opposed positions often lie compatible interests.

To identify interests, ask probing "why" questions: "What's your basic concern here?" Listen actively and paraphrase what you hear to confirm understanding: "Did I understand correctly that your main worry is...?"

Understanding interests can be complex. Each side has multiple interests that may vary in importance. Different individuals within the same organization may have different priorities. Interests also come in different forms. Some are tangible, like money, resources, and time. Others are intangible, like maintaining relationships, saving face, and feeling respected.

Give reasons and explain your interests instead of just stating your position. This helps the other side understand your legitimate concerns without feeling threatened. For example, explain how faster payment affects your cash flow and operational stability instead of simply demanding a 30-day payment term.

Dig deeper when you think you've run into a conflict over a fixed resource like money or territory. There may be a creative solution: Perhaps one side cares more about timing while the other prioritizes certainty. Maybe one side values public recognition while the other needs operational control.

Inventing Options for Mutual Gain

Understanding both sides' interests lets you invent options that create mutual gain.

Here are some techniques for generating options that create mutual gain. Schedule dedicated brainstorming sessions that aim to generate as many options as possible. Consider inviting the other side to participate in the brainstorming sessions.

Look for items that are low-cost to you but high-value to the other side and vice versa. These asymmetries create the chance to trade. For example, public recognition might cost you nothing but be tremendously valuable to your counterpart, while technical support might be easy for you to provide but critical to their implementation success.

Other differences that create opportunities to trade include:

• Different valuations of time (one side might care more about immediate delivery while the other prioritizes long-term stability)

• Different risk assessments (one might prefer guaranteed smaller gains while the other welcomes the possibility of larger but uncertain returns)

• Different forecasts about future conditions (opening the door to contingent agreements)

Working with Power Dynamics

Sometimes power dynamics can't be avoided. The key to power is having a good BATNA, which is your Best Alternative to a Negotiated Agreement. In other words, what would you do if you can't reach a deal?

You can enhance your power by developing and understanding your BATNA:

1. Invent a list of actions you'd take if no agreement is reached

2. Improve the most promising alternatives

3. Select the best alternative

Your goal in negotiation should be to protect yourself from accepting a deal worse than your BATNA while maximizing your gains from the negotiation.

Understanding the other side's BATNA is equally important. They have no need to negotiate if if their BATNA is better than your offer.

Beyond your BATNA, negotiation power comes from multiple sources:

• Good relationships that foster trust

• Deep understanding of interests on both sides

• Creative options that meet multiple needs

• Objective criteria supporting your position

• Strategic commitments about what you will or won't do

• Effective communication, especially listening well

By combining principled negotiation with a clear understanding of your BATNA, you can achieve better outcomes regardless of power imbalances, creating agreements that genuinely serve both parties' interests while building foundations for productive long-term business relationships.

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If you liked this article, check out P.S.I. Selling's article on the Four Modes of Negotiation or have a look at our other book digests in our series Required Reading for Salespeople. You can also check out the P.S.I. Selling Content Page for more insights on sales communication, strategy, and leadership.

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