1. 협상의 요소 II

2.  Possible solutions to satisfy interests Interests are the building blocks of a possible agreement Options are ways to fit those building blocks together to satisfy the negotiators and create value  Possible solutions are multiple The best negotiations are those in which a number of possible options have been explored The more options that are generated, the greater chance that one of them will effectively reconcile the differing interests of the parties 옵션 : 가능한 합의안

3. What you will do or what will happen if you fail to reach agreement?  Other ways of satisfying your interests  Your interests can be satisfied in two different ways: through a negotiated solution (an option) through self-help alternative 협상대안 Alternative To a Negotiated Agreement

4.  Best Alternative To a Negotiated Agreement You should come up with an option that is better for you than your BATNA, or you should walk away  Why BATNA matter? Decide when to walk away or when to stay on negotiation A standard for whether you accept any proposed agreement or not Gives you an idea of what a realistic option should be Strengthens your negotiation power 최고의 대안 BATNA

5.  BATNA and Bottom Line (Reservation Price) BL is the minimum level at which you will accept a deal Your BL should be derived from your BATNA, but not usually the same thing  합의가능범위 ZOPA: Zone of Possible Agreement Area or range in which a deal that satisfies both parties can take place 최고의 대안 BATNA

6.  Knowing your BATNA Keeping you from accepting terms that are too unfavorable Protecting you from rejecting terms that are beneficial to you  Improving your BATNA Make BATNA easier, more feasible, or better If only accept a deal that is better than your BATNA, by improving you BATNA you get a better outcome  Considering their BATNA Figure out it or make a good guess at it If it is strong, think of what you can do to weaken it 최고의 대안 BATNA

7. “The goal of a negotiation is not always to reach an agreement. Its primary aim is to satisfy my interests. It aims to find out a solution that satisfy my interests better through an agreement, than a BATNA” William Ury 최고의 대안 BATNA

8.  정의 Ability to influence the decisions of the other side in a desired way - Roger Fisher; J. Salacus Leverage is your power not just to reach agreement, but to obtain an agreement on your own terms - G. Richard Shell Ability to persuade the other side to agree to what you want 협상력 Negotiating Power

9.  협상력의 원천 Skills Skills of dealing with people Skills of analysis, logic, quantitative assessment, organization of ideas Knowledge General: familiarity with procedural options; awareness of national negotiating styles and cultures Knowledge about the people involved Knowledge about the interests involved Knowledge about the facts 협상력 Negotiating Power

10.  협상력의 원천 A Good Relationship The better a working relationship I establish in advance with those with whom I will be negotiating, the more powerful I am. Trust My power depends upon whether they can trust me Ability to communicate easily and effectively 협상력 Negotiating Power

11.  협상력의 원천 A Good Alternative to Negotiation: BATNA The better an alternative, the greater one’s power to affect a negotiated outcome An Elegant and Creative Solution Generation of many options to the legitimate interests of both sides Brainstorming to devise a creative solution 협상력 Negotiating Power

12.  협상력의 원천 Legitimacy Various objective criteria and potential standards of legitimacy Shaping proposed solutions so that they are legitimate in the eyes of the other side Prepare for precedents, expert opinion, and other objective criteria 협상력 Negotiating Power

13.  협상력의 원천 Commitments Affirmative commitments An offer of what I am willing to agree to An offer of what, failing agreement, I am willing to do under certain conditions Formulate an offer in ways that maximize the cumulative impact of other sources of negotiating power 협상력 Negotiating Power

14. Commitments - continued Negative commitments a take-it-or-leave-it position A commitment that I am unwilling to make certain agreements (even though they would be better for me than no agreement) A commitment or threat that, failing agreement, I will engage in certain negative conduct (even though to do so would be worse for me than a simple absence of agreement) A threat is almost certainly not enough unless there is a ‘yesable’ offer 협상력 Negotiating Power

15. Commitments - continued Warning vs. Threat What will happen vs. What I will do if agreement is not reached Differences in commitments can lead to power differentials Relatively weak US commitment to protecting South Vietnam caused larger concessions in the Paris Peace Talks with North Vietnam in the early 1970s Relatively strong US commitment to using military force produced the Soviet back-off in Cuban Missile Crisis in October 1962 Negotiating Power

16.  When Relations Matter When relations do not necessarily matter Relationships matter when? Three criteria for judging a negotiation I should produce a wise agreement if agreement is possible It should be efficient It should improve or at least not damage the relationship between the parties 관계 Relationships

17.  Why Relations Matter If you treat people right, they will treat you right- at least 90 percent of the time - Franklin D. Roosevelt Good working relations based on some combination of respect, admiration, perceived need, obligation, and friendship are a critical source of power in helping to get things done. Without these relationships, even the best possible idea could be rejected or resisted in an environment where diversity breeds suspicion and interdependence precludes giving orders to most of the relevant players. - John Kotter, Power and Influence (1985), p. 40 관계 Relationships

18.  Why Relations Matter - continued Help the parties to produce satisfactory outcomes Future transactions of real value are anticipated Reciprocity by the other side is expected A good relationship engenders trust 관계 Relationships

19. Parties Power Interests Issues Interests Relationship Stake- holders Information Outputs/outcomes Observers Conflict Problem Communication Option Development Exchange of Offers BATNA Context (Culture, Law, Ideology…) 협상의 구조

20. 1. Background2. Parties & Stakeholders3. Positions & Interests4. Options5. Offers & Counter Offers6. Strategies7. Outputs & Outcomes 8. Evaluation 사례분석틀