What Is A Wise Agreement

No method of negotiation can completely overcome power differences. However, Fisher and Ury offer ways to protect the weaker side from a bad deal and help the weaker side make the most of its strengths. Negotiations are conducted as long as there are people. One could argue that beating another caveman with a club was simply negotiated by other means. Negotiations have become more nuanced, if not more civil, over time, and have produced trade treaties and agreements and resolved countless disputes. In this seminal text, Ury and Fisher set out four principles for effective negotiations, including: separating people from the problem, focusing on interests rather than positions, generating a variety of options before agreeing on an agreement, and insisting that the agreement be based on objective criteria. Three common obstacles to negotiation and ways to overcome them will also be discussed. Often, negotiators establish a „quintessence“ to protect themselves from a bad deal. In the end, the party expects the worst acceptable outcome.

At the forefront of the actual negotiations, the negotiators decided to reject any proposal below this line. Fisher and Ury object to the use of financial results. Since the number of embezzlements is set before the discussions, the number may be arbitrary or unrealistic. Having already committed to a rigid end result also inhibits inventiveness in the generation of options. Participants can avoid falling into a win-lose mentality by focusing on common interests. If the interests of the parties are different, they should look for options in which these differences can be reconciled or even made complementary. The key to matching different interests is to „look for items that are inexpensive to you and very beneficial to them, and vice versa.“ [p. 79] Each party should try to make suggestions that are attractive to the other party and with which the other party could easily agree. To this end, it is important to identify decision-makers and align proposals directly with them. Proposals are easier to accept if they appear legitimate or are supported by precedents.

Threats are generally less effective in motivating deals than advantageous offers. Once you have identified a mutually desirable outcome, make identifying points of agreement a priority. You may be concerned about potential areas of conflict and eager to negotiate them, but it`s really important to explicitly list the areas where you both like to agree. This will put both parties in a more positive mood and give you a foundation to build on. Good agreements focus on the interests of the parties and not on their positions. Fisher and Ury explain, „Your position is something you have chosen. Your interests made you decide this way. [p. 42] Defining a problem in terms of positions means that at least one party „loses“ the dispute. When a problem is defined according to the underlying interests of the parties, it is often possible to find a solution that suits the interests of both parties. .