Competitive Distributive Bargaining• Start high/low

• Make small/grudging concessions

• Demand reciprocity• Share little information• Maintain high aspirations• Make hypothetical offers

you can later disown• Stress BATNA• Make multiple offers with

same benefit to you

Interest Based Negotiation

A process in which we seek to expand the pie of benefits available to the parties in an attempt to satisfy as many of their needs, desires, preferences and priorities as possible (their interests).

• Let’s have lunch or coffee . . . • Small talk . . . • How’s business?• Me too . . . . • I was hoping we might be

able to discuss . . . . • Here’s what I bring to the

table . . . • I thought it might benefit you

to have . . . • Here’s my proposal

• 10 minutes total

• Ask woman next to you for something you don’t believe you are entitled to – 5 minutes

• Switch sides – 5 minutes

• Askee – just LISTEN; do not respond

Ask Diagnostic Questions

• Who • What • When • Where • Why• How

Build Trust

Any Reason Will Do

• 98% compliance

• 97% compliance

• 60% compliance

The Goldilocks Zone

Play to your strengths

• Reassert your suggestions– I understand Bob didn’t want to

revisit the issue but I’ve got an idea that will be good for all of us

– You may not have heard what I said, let me explain again

• Ask Clarifying Questions– I may not have understood your

proposal in all its dimensions; tell me one more time

– So that are three parts to your proposal – 1) this; 2) that and 3) this other thing – is that right?

• Use What Works and Merge It with your own plan– Numbers 1 and 2 are good; if we

include them with my points 10 and 15, we’d be able to [do what we’re both trying to accomplish or avoid the problem we’re worried about]

Anchoring• Make the first offer• Make it aggressive• Set the bargaining range• Resist being anchored• anchors are most compelling

in conditions of uncertainty• Know your BATNA• Create false anchors• Pretend you’re negotiating

for someone else

"Should You Make the First Offer?"  by Adam D. Galinsky, Northwestern University's Kellogg Graduate School of Management..

Framing

• Present Losses as Gains

• Strong tendency to prefer avoiding losses over acquiring gains

• competitor’s deal would be a loss because – mired in bureaucracy; can afford to fail; product not as good

• Use language that emphasizes your position & frames information in your favor

• fewer rather than greater – greater attention to needs; partner in place; more dedicated, motivated, faster

Frame Issue to Support Your Proposal