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June 2012
"Working Together”Practical Insights for Effective Cooperation
The capability to understand and design effective negotiation process in
a complex environment
Negotiation Thinking™
We are not rational..!
..because we never have the same information..!
And even when we have the same information…
Fundamental Attribution Error
B (Behavior) = D (Disposition) x S (Situation)
When we judge/ asses the behavior of others – we tend to attribute it to character (disposition).
When we judge/ asses our behavior – we tend to attribute it to the situation.
Reality Check
Perception of Reality
The Genetic Map
of Negotiation
Based on the Harvard Model of “Seven Elements”
Interests
Alternatives
Relationship
Options
Criteria
Commitment
INTERESTS
OPTIONS
CRITERIACOMMITMEN
T
ALTERNATIVES
The Genetic Map
RELATIONSHIP
Interests
Alternatives
Relationship
Options
Criteria
Commitment
Interests
Positions
Interests
Positions are what I say I want, interests are why I want that.
Interests
Alternatives
Relationship
Options
Criteria
Commitment
AlternativesPotential outcomes available to
you without consent of other party
Better Better
Worse Worse
Interests
Alternatives
Relationship
Options
Criteria
Commitment
INTERESTS
OPTIONS
CRITERIACOMMITMEN
T
ALTERNATIVES
The Genetic Map
RELATIONSHIP
Interests
Alternatives
Relationship
Options
Criteria
Commitment
Relationship
Interests
Alternatives
Relationship
Options
Criteria
Commitment
INTERESTS
OPTIONS
CRITERIACOMMITMEN
T
ALTERNATIVES
The Genetic Map
RELATIONSHIP
Modes of Negotiations
InterestsCooperatio
nConfrontatio
n
Interests
Confrontation
Take it or leave it (Power oriented); Low level of information sharing; Low reliance on relationship; Short term gains.
Interests
Cooperation
Information sharing; Joint definition of corporate interest; Strong reliance on long term relationships.
Power in Negotiation
"Working Together”Practical Insights for Effective Cooperation
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