1. Problem Solving Strategies: Principled Negotiations

2. Anatomy of a Conflict: A Framework for Analysis

3. Structural Interest Cognitive Emotional Core Concerns
Distribution of power & resources
‘Built-in’ structural inequalities
Underlying interests, goals and objectives
Beliefs
Schemas
Frames
Fear
Loss and grief
Rage
Pathology
Goals
Justice
Integration or compromise
Reframing
Healing
Conflict Management Techniques
Revolution
Re-distribution
De-construction
Negotiation / mediation
compromise
bargaining
win-win
Facilitated contact
Truth-telling
Public
Acknowledge- ment
Forgiveness

4. Problems of Compromise
Claim Value Create Value
Effectiveness Range
Competitive Moves Cooperative Moves
Divide Pie - Distribution Expand Pie - Joint Gains

5. Negotiation Strategies
Hard
Soft
Principled

6. Getting to Yes (Fisher and Ury)
Criteria
Wise agreement (meets legitimate interests of both sides, resolves conflicting interests fairly, is durable, takes community interests into account)
Efficient
Improve relationship

7. Method Separate the people from the problem
Focus on interests, not positions
Generate a variety of possibilities before deciding what to do/invent options for mutual gains
Insist the result be based on some objective standard

8. Separate the people . . .
Exploring perceptions/ step into their shoes

9. Position - Predetermined solution. “What” you want
Interest - Your desires, needs, and concerns, underlying position.“Why” you want your solution

10. Interests
Based on . . .
human need

11. Principles Process Results Respect People
Use differences as a natural resource
Separate people from the problem
Good agreements
Good relations
Attack Problems
Raise Discover Generate Test Against Develop
Issues Interests Options Standards Agreements
Respect People
Emotions
Communication
Understanding
Source: Adapted from Tomas Dunne. Center for Conflict Management. Internal Revenue Service.

12. Selecting and Clarifying Issues
Gain agreement on what the issue(s) are
Gain agreement on the sequence in which they will be addressed
Identify data that needs to be considered to make high quality decisions
Source: Fisher, Roger and Ury, William (1981). Getting to Yes: Negotiating Agreement
Without Giving In. New York: Penguin Books.

13. Eliciting interests WHY? Technique 1: Reflective Listening
“You’re concerned about . . .?”
Technique 2: Chunking
“If you were able to have your position,
what benefits would accrue, what
difference would it make, what would
having it do for you . . .?”
WHY?

14. Expand the pie Invent before you decide
Brainstorm all possible solutions

15. Test Options Against Standards or Objective Criteria
Fairness
Workability
Affordability
Acceptability
Examples:

16. BATNA
Best alternative to a negotiated agreement