Loosely defined, interests are the needs, hopes, fears, and desires that drive our actions and underlie our positions in negotiation. However, identifying interests is not always as easy as it sounds.
We tend to express what we want in negotiations as positions or demands rather than in terms of our interests. Understanding this difference between the positions and interests is key to improving your negotiation skills. Or, maybe you say yes. Positions are requests or demands to which you can say yes or no. We express positions in a variety of ways, sometimes framing them as an immediate need or the only available option.
To identify a statement as a position, ask yourself: can I say yes or no to this? Try it with a few examples below, which show how someone might frame their position. Note that you can say yes or no to all of these statements. This article is an introduction to the interest-based route to resolving organizational differences through negotiation. When two people take opposing sides on an issue in a dispute, they both often refuse to budge from their differing viewpoints.
The result is a stalemate. If both sides find a solution, then both can win. We call this resolution a win-win negotiation outcome. The main problem is that the people involved in a dispute tend to know the positions of the other negotiators.
However, people often neglect to understand why the other person has taken this position. Two men seated together in a building are at odds on whether to keep a window open or closed. Hearing this feud, a third person asks about the dispute. One gentleman demands to close the window to avoid a draft. The second gentleman wants the window open for the fresh air. The third person then goes into the next room and opens a window. This simple solution resolves the problem by providing the fresh air one of the men wanted while negating the issue of the draft for the other.
Negotiation interests largely relate to basic human needs. Our needs are powerful influences in our decision-making processes and informing the positions we take. Interests include those tangible desires that relate to the specific problem at hand, such as increasing sales or productivity.
Also, our interests can link to our more basic human emotions. These emotions are less obvious to the participants. Depending on which one you decide to focus on will affect your negotiation style and influence the outcomes.
For example, you may insist on a higher salary to cover the costs of daycare for your child, but you never explain to your potential employer the reason why. The potential employer is unwilling to give your a greater salary because he is afraid of inequity among your future colleagues. With an understanding of why you want a greater salary, the potential employer could inform you that they are in the process of developing free daycare in the company building. Never give a concession unless you expect to get one in return.
Remember that what you perceive as having low value, the other party may perceive as having high value, and vice versa. Whoever gives a large first concession without getting one in return generally gives up the most in the entire negotiation. Plan a supporting statement for each concession to demonstrate its value.?
The otherparty must feel that each concession has been earned; something given for free has little perceived value. Anticipate what concessions you think the other party will trade freely, and how the other party will react to each of your concessions.
Remember that how you give out concessions is just as important as what concessions you give. Different concession patterns will send different messages. Re-Print Permission This article may be reprinted in it's entirety if the following conditions are met: The complete tag with the author's name and contact information is included immediately after the article. A copy of the printed article is mailed to the author at SW Freeway Suite Houston, Texas within 30 days of publication.
The article is presented in a positive light as part of an appropriate business related publication.
0コメント