1. Manda Halter Griffin Roark Zach Anderson Alexandra Tioutiounnik

2. Ch. 2 Separate the People from the Problem  Negotiators Are People First  Types of Interests:  Substance  Relationship  Relationship tends to become entangled with problems  Positive bargaining puts relationships and substance in conflict

3.  Separate the relationship from the substance; deal directly with the people problem  Perceptions  Put yourself in others shoes  Don’t deduce their intentions from your fears  Don’t blame them for your problem  Discuss each others’ perceptions  Look for opportunities to act inconsistently with perceptions  Make other party participate in the process  Proposals and values should be consistent

4.  Emotion  Understand yours and others emotions  Make emotions explicit and acknowledge them as legitimate  Allow other side to let off steam  Don’t react to emotional outbursts  Use symbolic gestures

5.  Communication  Listen actively and acknowledge what is being said  Speak to be understood  Speak about yourself, not about them  Speak for a purpose  Prevention works best  Build a working relationship  Face the problem, not the people

6. Ch. 3 Focus on Interests, Not Positions  To create creative and wise solutions  Interests are the desires and concerns that drive positions  Interests define the problem

7. How do you identify interests?  Put yourself in their shoes!  Ask Why? Ask Why not?  Realize each side has multiple interests  Basic human needs are most powerful interests  Make a List

8. Talking about interests  Make your interests come alive  Acknowledge their interests  Put the problem before your answer  Be hard on problem/soft on people

9. Ch. 4 Invent Options for Mutual Gain  Is there a fair way to split the pie?  Leaving money on the table Four Major Obstacles  Premature Judgment  Searching for the single answer  Assumption of a fixed pie  Thinking that “solving their problem is their problem”

10. Premature Judgment  Problem:  Deciding too quickly  Solution:  Separate Inventing from Deciding Brainstorming with the other side

11. Searching for a Single Answer  Problem:  Allows little room to negotiate  Solution:  Come up with alternatives  The Circle Chart

12. The Circle Chart Step II. Analysis Diagnose Problem Sort Symptoms Suggest Cause Observe what’s lacking Note Barriers Step I. Problem What’s wrong? What are the symptoms? What are disliked facts contrasted with a preferred situation Step III. Approaches What are possible strategies or prescriptions? What are some theoretical cures? Generate broad ideas about what might be done Step IV. Action Ideas What might be done? What specific steps might be taken to deal with the problem? IN THEORY IN THE REAL WORLD WHAT IS WRONGWHAT MIGHT BE DONE

13. Assumption of a Fixed Pie  Problem:  Mind-set of ‘either I win or you win’  Solution:  Look for Shared Interests  In every negotiation  Opportunities  Makes things smoother

14. Solving their Problem is their Problem  Problem:  ‘We have enough problems on our own, they can look after themselves’  Solution:  Put Yourself in their shoes  Makes their decision easier

15. Recommendations  Focus on the problem not the people  Concentrate on interests of both parties  Develop alternatives for mutual gain

16. Questions???