Prof. John Barkai William S. Richardson School of Law University of Hawaii Negotiation& ADR...
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Transcript of Prof. John Barkai William S. Richardson School of Law University of Hawaii Negotiation& ADR...
Prof. John BarkaiProf. John BarkaiWilliam S. Richardson School of LawWilliam S. Richardson School of Law
University of HawaiiUniversity of Hawaii
NegotiationNegotiation & ADR& ADR
Inside the
Heads
of my
Negotiation
Students
By
John Barkai
Negotiation & ADRare
Professionaland
PersonalSkills
Handling of Problems
designed by Liu Young
Western - American Asian
www2.hawaii.edu/~barwww2.hawaii.edu/~barkaikai
Google: John Barkai
Dragon Naturally Speaking “Premium” edition - $145 AmazonAcademic pricing $100
Various microphone options
Not everyone can be a great chef
Not everyone can be a great chef
But, everyone can learn to cook
“Even a sheet of paper has two sides”
Japanese Proverb
“Every coinhas two sides”
Proverb
PerspectivePerspectiveViewView
I’ve got it again Larry. An eerie feeling like there is something on top of the bed.
"Then it's agreed. Watson, Smith, Teller, and Wilson go to Heaven; Jones, Paducci, and Horner go to Hell; and Fenton and Miller go to arbitration.
This course will ….
After taking this course
A recent student said …
My girl friend is like a changed woman
After taking this course
My girl friend is like a changed woman
(because she thinks I'm a changed man)
After taking this course
Common Forms Common Forms of Dispute Resolutionsof Dispute Resolutions• Negotiation:Negotiation:
– Discussion for the purpose of settling differences.Discussion for the purpose of settling differences.• Mediation - Conciliation:Mediation - Conciliation:
– A neutral third party assists the parties to reach a A neutral third party assists the parties to reach a negotiated settlement but has no power to decide negotiated settlement but has no power to decide the issues in dispute.the issues in dispute.
• Arbitration:Arbitration:– A neutral third party is given the power to decide A neutral third party is given the power to decide
the issues in conflict. The arbitrator decides after the issues in conflict. The arbitrator decides after hearing arguments and reviewing evidence.hearing arguments and reviewing evidence.
• Trial in Court:Trial in Court:– Evidence is presented to a judge or jury for a Evidence is presented to a judge or jury for a
decision under formal rules of law and proceduredecision under formal rules of law and procedure
ADRADR
AlternativeAlternativeDisputeDispute
ResolutionResolution
HOW DO YOU SAY “ADR”?HOW DO YOU SAY “ADR”?Country / Language Negotiation Mediation
Cambodia Ka cho cha Agna Kandal
Hong Kong Tam Pun Tin Teng
India Hindi Oriya
SamvadMuleiba
MadhyasthaMadhyasti
Indonesia Negosiasi Penengah
Japan Kosho Chotei
Korea Hyoepsang Joongjae
Malaysia Rundingan Perantaraan
Pohnpei Micronesia Paronogorong pene Kamwahu
Philippines Negosasyan- Tawad (bargain)
Pagbatiin
China Tan Pan Tiao Jie
Singapore English or Mandarin English or Mandarin
Sri Lanka Samuthiya Samatha Mandalaya
Taiwan Tam Pan Tawa Shay
Thailand Jeraja Klaiklea
Vietnam Dam Phan Hoa Giai
Compiles by Professor John Barkai and students from the University of Hawaii’s JEMBA Program (Japan Focused Executive MBA) and JAIMS’ (Japan American Institute forManagement Science) Intercultural Negotiations class.
How many lawsuits are filed in the U.S. each year?
Guess!
OverOver
106 Million Cases106 Million Cases
Filed in Filed in Federal and State CourtsFederal and State Courts
in 2010in 2010 Source: Examining the Work of State Courts, 2010Source: Examining the Work of State Courts, 2010
http://www.ncsconline.org/d_research/csp/CSP_Main_Page.htmlA 2% decrease over prior year
104 Million State Court 104 Million State Court CasesCases
2 Million Federal Court 2 Million Federal Court Cases Cases
104 Million104 MillionU.S. State Court CasesU.S. State Court Cases
56 Traffic56 Traffic 20 Criminal 20 Criminal
19 Civil19 Civil 6 Domestic 6 Domestic
2 Juvenile 2 Juvenile Source: Examining the Work of State Courts, Source: Examining the Work of State Courts,
20102010
Hawaii Civil CasesHawaii Civil Cases
7,013 Filed7,013 Filed4,007 Terminated 4,007 Terminated
Circuit Court 2011-2012Circuit Court 2011-2012
How many jury trials?How many jury trials?
Guess!Guess!
15 Jury Trials15 Jury Trials
53 Non-Jury Trials 53 Non-Jury Trials
Circuit Court Civil Circuit Court Civil Cases Cases
in Hawaii 2011-2012in Hawaii 2011-2012
Jury TrialsJury Trials
1 Contract Trials 1 Contract Trials12 Tort Trials12 Tort Trials
3 Other” Trials3 Other” Trials
Circuit Court Civil Cases Circuit Court Civil Cases in Hawaii 2011-2012in Hawaii 2011-2012
Civil Jury TrialsCivil Jury Trials
1515 20122012 66 201120111414 201020101212 200920091717 200820081212 200720071010 200620061616 20052005
Hawaii Court Statistics
161 Jury Trials161 Jury Trials
58 Non-Jury Trials 58 Non-Jury Trials
Circuit Court Circuit Court CriminalCriminal Cases Cases
in Hawaii 2011-2012in Hawaii 2011-2012
5 5 %%
Criminal cases are Criminal cases are terminated in Hawaiiterminated in Hawaii
by jury trialby jury trial
0.4 0.4 %%
Circuit CourtCircuit Court
Civil CasesCivil Cases terminated in Hawaiiterminated in Hawaii
by jury trialby jury trial2011-20122011-2012
3% Jury Trials3% Jury Trials
in U.S.in U.S.
161 Jury Trials
58 Non-Jury Trials
Circuit Court Criminal Cases
in Hawaii 2011-2012Of 3575 cases terminated – 4.5% by Jury; 1.6% Non-jury
> 5 %Criminal cases are
terminated in Hawaiiby jury trial
Trial Rates:
0.8% District Court
13% Small Claims
2010-2011
3% Jury Trials3% Jury Trials
in U.S.in U.S.
Vanishing Trials – Federal Court – 1962-200212% to 2%
Vanishing Trials – Hawaii Circuit Court – 1964-2010
Total Trials
050
100150200250300350400450
1964
1967
1970
1973
1976
1979
1982
1985
1988
1991
1994
1997
2000
2003
2006
2009
All Civil
Contracts
Torts
Hawaii Circuit Court – 1978-2010
Percentage of Jury Trials 1964-2010
0.01.02.03.04.05.06.0
All Civil
Contracts
Torts
What is the appropriate amount What is the appropriate amount of Conflict?of Conflict?
Conflict
Conflict
Conflict
Conflict
In one of our concert grand pianos, 243 taut strings exert a pull of 40,000
pounds on an iron frame. It is proof that out of great tension may
come great harmony.
Theodore E. Steinway
CONFLICT IS LIKE WATERCONFLICT IS LIKE WATER::
Too much causes damage Too much causes damage to people and propertyto people and property
Too little creates a dry, Too little creates a dry,
barren landscape devoid of life barren landscape devoid of life and color.and color.
- Designing Conflict Management Systems - Designing Conflict Management Systems
- Cathy Costantino & Christina Sickles - Cathy Costantino & Christina Sickles MerchantMerchant
All polishing is All polishing is achieved by frictionachieved by friction
- Mary Parker Follett- Mary Parker Follett
Who has the Power?
Information is
Power
The easiest way to improve your
negotiation skills is to
A__M___
Q________!
AskMore
Questions
Expand the pie
Two Key Ideas about Negotiation
& ADR
1) Focus on Interests
not positions
2) Improve theCommunication(information & temperature)
Positions
Interests
Positions
WHAT?
Proposed Solutions
Interests
WHY?
Are WHY you want
the positions
Mommy
Daddy
(oranges)
Juice
Rinds
Some Common Interests We Have
AcceptanceAcceptance
FulfilmentFulfilment
AccountabilityAccountability
IndependenceIndependence
AchievementAchievement
KnowledgeKnowledgeAcknowledgment Acknowledgment
LoveLove
AffectionAffection
NurturanceNurturance
AppreciationAppreciation
Opportunity for InputOpportunity for Input
AutonomyAutonomy
PrivacyPrivacy
BelongingBelonging
RecognitionRecognition
ClarityClarity
ResponsibilityResponsibility
CommitmentCommitment
RespectRespect
CompetencyCompetency
RelaxationRelaxation
ConsistencyConsistency
SatisfactionSatisfaction
Efficiency Efficiency
SafetySafety
FairnessFairness
SecuritySecurityFreedom from FearFreedom from Fear
TrustTrust
UnderstandingUnderstanding
ValidationValidation
InterestsGoalsNeeds
DreamsDesires
Same bed, different dreams
Iceberg Theory“Below the line” issuesHuge & invisiblePurposely hiddenOut of awareness
Advantages and Disadvantages of Cooperation and Competition
“And notice, gentlemen, this year’s model has twenty per cent more trunk space.”
You can't always get what you want but if you try sometimes you might find you get what you need
The Rolling Stones
U.S. Declaration of Independence
53 CA32 TX29 NY
1AL DE MT
ND SD VT WYConstitution
The following matters are agreed between the parties:
- the full exercise of Egyptian sovereignty - the withdrawal of Israeli armed forces from the Sinai; - the use of airfields …for civilian purposes only, and
- stationing of Forces
No more than one division of Egyptian armed forces [permitted]
Only United Nations forces and civil police equipped with light weapons to perform normal police functions will be stationed within an area lying west of the international border and the Gulf of Aqaba, varying in width from 20 km. (12 miles) to 40 km. (24 miles).
[limited border armed forces]
The Camp David Accords September, 1978
Framework for the Conclusion of a Peace Treatybetween Egypt and Israel
For the Government of the Arab Republic of Egypt: Muhammed Anwar al-Sadat
For the Government of Israel: Menachem Begin
Witnessed by:Jimmy Carter, President of the United States of America
The Camp David Accords
GETTING TO YES
Separate People from Problem
Interests not Positions
Invent Options
Objective Criteria
BATNA http://mediationadvocacy.com/Getting%20to%20Yes.pdf
BATNA Best
AlternativeTo a
Negotiated Agreement
YOUR BATNA TELLS YOU
WHEN TO WALKWHEN TO WALK
NOT WHEN TO SIGN
Tolanski Curve Illusion
Conflicting Interests
Examples of Complementary Interests
One party might One party might care more about:care more about:
Other party might Other party might care more about:care more about:
Form, appearanceForm, appearance SubstanceSubstance
Examples of Complementary Interests
One party might One party might care more about:care more about:
Other party might Other party might care more about:care more about:
Form, appearanceForm, appearance SubstanceSubstance
Economic Economic considerationsconsiderations
Political Political considerationsconsiderations
Examples of Complementary Interests
One party might One party might care more about:care more about:
Other party might Other party might care more about:care more about:
Form, appearanceForm, appearance SubstanceSubstance
Economic Economic considerationsconsiderations
Political Political considerationsconsiderations
External External considerationsconsiderations
Internal Internal considerationsconsiderations
Examples of Complementary Interests
One party might One party might care more about:care more about:
Other party might Other party might care more about:care more about:
Form, appearanceForm, appearance SubstanceSubstance
Economic Economic considerationsconsiderations
Political Political considerationsconsiderations
External External considerationsconsiderations
Internal Internal considerationsconsiderations
Immediate futureImmediate future More distant futureMore distant future
Examples of Complementary Interests
One party might One party might care more about:care more about:
Other party might Other party might care more about:care more about:
Form, appearanceForm, appearance SubstanceSubstance
Economic Economic considerationsconsiderations
Political Political considerationsconsiderations
External External considerationsconsiderations
Internal Internal considerationsconsiderations
Immediate futureImmediate future More distant futureMore distant future
Tangible resultsTangible results The relationshipThe relationship
Examples of Complementary Interests
One party might One party might care more about:care more about:
Other party might Other party might care more about:care more about:
Form, appearanceForm, appearance SubstanceSubstance
Economic Economic considerationsconsiderations
Political Political considerationsconsiderations
External External considerationsconsiderations
Internal Internal considerationsconsiderations
Immediate futureImmediate future More distant futureMore distant future
Tangible resultsTangible results The relationshipThe relationship
Progress, changeProgress, change Respect for traditionRespect for tradition
Examples of Complementary Interests
One party might care more about:
Other party might care more about:
Form, appearance Substance
Economic considerations
Political considerations
External considerations
Internal considerations
Immediate future More distant future
Tangible results The relationship
Progress, change Respect for tradition
Precedent This case
Cuban Missile Crisis 1962
OK Mr. President, let’s talk.
1962. The U.S. placed nuclear missiles in the U.K., Italy, and Turkey with the capability to strike Moscow.
The Soviet Union began to build missiles bases in Cuba for ballistic nuclear missiles with the ability to strike most of the continental United States.
The U.S. is considering the following options: pressure diplomatically the Soviet Union to remove the missiles, attack the missile bases by air, set up a naval blockade of Cuba, invade Cuba. Cuba and the Soviet Union, who supplied the missiles, claim that Cuba has a right to protect itself from a potential U.S. attack.
A. Positions B. Possible interests
Cuban Missile Crisis
Cuban Missile CrisisPositions
U.S.
No missiles in Cuba.
Soviet Union
YesMissiles can be
in Cuba.
Cuban Missile Crisis
Possible InterestsU.S.
- Security
- protect the U.S. from easy, “first strike” missile attack
- prevent the Soviet Union from placing nuclear weapons close to the U.S.
- -maintain image as a world superpower
Soviet Union
-prevent U.S. attack of Soviet Union
- prevent U.S. invasion of Cuba
- support other Communist nations,
- maintain image as a world power
Cuban Missiles Resolution
Publicly, the Soviets dismantled their offensive weapons in Cuba and return them to the Soviet Union, subject to UN verification, in exchange for a U.S. public declaration and agreement to never invade Cuba.
Secretly, the U.S. agreed that it would dismantle all U.S.-built Thor and Jupiter IRBMs deployed in Europe and Turkey.
Power Imbalances
Smart Bargaining: Doing Smart Bargaining: Doing Business with the Japanese Business with the Japanese
Graham & SanoGraham & Sano
Japan External Trade Organization's (JETRO)
Sengoku period battle15th century warring states period in Japan
Cuckoo Strategies
Nakanunara, koroshiteshimae, hototogisu (If the cuckoo does not sing, kill it.)
–by Nobunaga Oda – (ruthless)
Nakanunara, nakashitemiseyou, hototogisu (If the cuckoo does not sing, coax it.)
–by Hideyoshi Toyotomi – (creative)
Nakanunara, nakumadematou, hototogisu (If the cuckoo does not sing, wait for it.)
–by Leyasu Tokugawa–(patient)
Cuckoo Strategies
36 Chinese Strategies
Applied to Negotiations
PREPARING PREPARING ANDAND
PLANNINGPLANNING
If I had six hours to chop down a tree, I'd spend the first hour sharpening
the ax.
Abraham Lincoln
Planning on roaming the neighborhood with your buddies again?
Planning
Sengoku period battle15th century warring states period in Japan
Cuckoo Strategies
Nakanunara, koroshiteshimae, hototogisu (If the cuckoo does not sing, kill it.)
–by Nobunaga Oda – (ruthless)
Nakanunara, nakashitemiseyou, hototogisu (If the cuckoo does not sing, coax it.)
–by Hideyoshi Toyotomi – (creative)
Nakanunara, nakumadematou, hototogisu (If the cuckoo does not sing, wait for it.)
–by Leyasu Tokugawa–(patient)
Cuckoo Strategies
They would never reveal every fact, because successful negotiation does not hinge on full disclosure.
1 minute audio clip
Distributive NegotiationDistributive Negotiation
• CompetitiveCompetitive• Win-LoseWin-Lose• Zero-SumZero-Sum
The PieThe Pie
• Buyers = as low as possibleBuyers = as low as possible• Sellers = as high as possibleSellers = as high as possible• Long term relationship not importantLong term relationship not important• Claiming as much value as possible in Claiming as much value as possible in
the negotiationthe negotiation
Integrative NegotiationIntegrative Negotiation
• CooperativeCooperative• Win-WinWin-Win• Expanding the possibilitiesExpanding the possibilities
The PieThe Pie
• Buyers and Sellers work together to get Buyers and Sellers work together to get moremore
• Long term relationship is importantLong term relationship is important The value of the relationshipThe value of the relationship
• Creating Value in negotiationCreating Value in negotiation
Positive Bargaining ZonePositive Bargaining Zone
Seller’s Bargaining Range
Buyer’s Bargaining Range
$5 $10 $15 $20
PositivePositive Bargaining Zone
BT, Buyer’s Target Point
SR, Seller’s Resistance Point
BR, Buyer’s Resistance Point
ST, Seller’s Target Point
Negative Bargaining ZoneNegative Bargaining Zone
Seller’s Bargaining Range
Buyer’s Bargaining Range
$5 $10 $15 $20
NegativeNegative Bargaining Zone
BT, Buyer’s Target Point
BR, Buyer’s Resistance Point
SR, Seller’s Resistance Point
ST, Seller’s Target Point
SallySwansong
101 Ways to get a 101 Ways to get a bigger piece of the Piebigger piece of the Pie
It is not (always, or even It is not (always, or even often) about the moneyoften) about the money
BEFORE THE NEGOTIATION BEFORE THE NEGOTIATION
Prepare. Prepare. Prepare. Prepare. Prepare. Prepare. Know your BATNAKnow your BATNA Focus on interests, not positionsFocus on interests, not positions Know your interestsKnow your interests Prioritize your interestsPrioritize your interests Improve your BATNA before the Improve your BATNA before the
negotiation startsnegotiation starts Improve your BATNA during the Improve your BATNA during the
negotiationnegotiation
BEFORE THE NEGOTIATION BEFORE THE NEGOTIATION
Set a high goal for yourselfSet a high goal for yourself Estimate their BATNAEstimate their BATNA Estimate their interestsEstimate their interests Estimate the ZOPA (zone of possible Estimate the ZOPA (zone of possible
agreement)agreement) Talk with others who have negotiated Talk with others who have negotiated
with themwith them
AT THE TABLE 1AT THE TABLE 1
Develop a relationship before talking moneyDevelop a relationship before talking money Recognize their negotiating styleRecognize their negotiating style Don't narrow your negotiations to one issueDon't narrow your negotiations to one issue Don't quickly accept the first offerDon't quickly accept the first offer even if you think it's fair. even if you think it's fair. If you agree in haste, you may repent at If you agree in haste, you may repent at
leisure leisure Ask lots and lots of questionsAsk lots and lots of questions Active listenActive listen Reframe negative statementsReframe negative statements
AT THE TABLE 2AT THE TABLE 2
Pace themPace them Make the first offer to anchor (if you Make the first offer to anchor (if you
have enough info)have enough info) Start with an extreme, but not Start with an extreme, but not
outrageous offeroutrageous offer If they make the first offer, ignore If they make the first offer, ignore
any extreme offer and anchor your any extreme offer and anchor your offer in a favorable positionoffer in a favorable position
Justify all offers and concessionsJustify all offers and concessions
Take a seat to your advantage (not detriment)Take a seat to your advantage (not detriment) Wait for TOP to finish before responding Wait for TOP to finish before responding Hint at, or disclose your BATNA, to improve their offerHint at, or disclose your BATNA, to improve their offer Mislead them about your BATNAMislead them about your BATNA Determine their interestsDetermine their interests Ask. Estimate based upon available info. Ask. Estimate based upon available info.
Assume and ask Qs to confirmAssume and ask Qs to confirm Be willing to make the first concessionBe willing to make the first concession Don't make multiple, unilateral concessionsDon't make multiple, unilateral concessions Concede slowlyConcede slowly Concede in small stepsConcede in small steps Make you concessions 1/2 of what you would Make you concessions 1/2 of what you would
naturally donaturally do
AT THE TABLE 3AT THE TABLE 3
"That sounds a little high (low)." - to induce "That sounds a little high (low)." - to induce concessionsconcessions
Don't be in a hurry to make the dealDon't be in a hurry to make the deal Ask for an "extra." NibbleAsk for an "extra." Nibble Don't take it personallyDon't take it personally Frame issues as "gains" for them, not Frame issues as "gains" for them, not
losseslosses Use silence Use silence Consider if they have a hidden agendaConsider if they have a hidden agenda Keep the emotional temperature lowKeep the emotional temperature low
AT THE TABLE 4AT THE TABLE 4
Have limited authorityHave limited authority Think about the long termThink about the long term Is it worth serious negotiating on this one?Is it worth serious negotiating on this one? Don't appear desperate for the dealDon't appear desperate for the deal Invent options for mutual gainInvent options for mutual gain Seek objective criteriaSeek objective criteria Act confident and informed Act confident and informed "Split the difference" only when it is to "Split the difference" only when it is to
your advantageyour advantage Flinch Flinch
AT THE TABLE 5AT THE TABLE 5
Offer contingent concessionsOffer contingent concessions Don't act like you "won" or you won't next Don't act like you "won" or you won't next
timetime Don't underestimate your offerDon't underestimate your offer Be willing to walk away (at least for a while)Be willing to walk away (at least for a while) Be willing to suggest mediationBe willing to suggest mediation Make a larger concession than you thought Make a larger concession than you thought
necessarynecessary Most psychological principles suggest your Most psychological principles suggest your
offer is too extremeoffer is too extreme Over optimistic, Selective perception, Over optimistic, Selective perception, Do not reject their offer based because of Do not reject their offer based because of
reactive devaluationreactive devaluation
AT THE TABLE 6AT THE TABLE 6
TIPS FOR NEGOTIATING WITH A COMPETITIVE NEGOTIATOR
Flinch.
Take time out.
Remember your BATNA!
Get another opinion.
Ask "how" they will negotiate.
If they don't know what "win-win" means, they won't be negotiating that way.
Avoid multiple concessions if your concessions are
not matched by their concessions.
Recognize "dirty tricks" and comment on them immediately.
TO IMPROVE YOUR NEGOTIATIONS:
Think in terms of interests
Classify the type of negotiation:
Deal or Dispute
Distributional or Integrative
Expand the pie
Use a planning chart
Investigate the opposing negotiator
Consider both strategy and tactics
Set high goals for yourself
Practice before you negotiate
Determine your BATNA
TO IMPROVE YOUR NEGOTIATIONS:
Ask lots of questions
Separate the people from the problem
Generate alternatives by brainstorming
Frame your proposals as a gain to them
Flinch when you hear a high demand
Protect your facts when necessary
Be willing to make concessions, but only if they do too
TIPS FOR NEGOTIATING WITH A COMPETITIVE NEGOTIATOR
Flinch.
Take time out.
Remember your BATNA!
Get another opinion.
Ask "how" they will negotiate.
If they don't know what "win-win" means, they won't be negotiating that way.
Avoid multiple concessions if your concessions are
not matched by their concessions.
Recognize "dirty tricks" and comment on them immediately.