This ppt shows the essentials characteristics of the Harvard Negotiation Method.

1. 1
ADVANCED NEGOTIATION
The Harvard Method
7 Elements of Negotiation

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 Introduction

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What is TO NEGOTIATE ?
“Negotiation is a process of potentially opportunistic
interaction by wich two or more parties, with some
apparent conflict, seek to do bettel through jointly
decided action than they could otherwise”
David Lax & Jim Sebenius
Harvard Business School
"Negotiation is a basic means of getting what you
want from others.
It is back-and-forth communication designed to
reach agreement when you and the other side
have some interests that are shared and others
that are opposed."
Roger Fisher
Harvard Business School
“Sex apart, negotiation is the most common and
problematic involvement of one person with another,
and the two activities are not unrelated”
J.K Galbraith
Harvard Business School
“Negotiation is a process in
wich interested parties try to
reach a mutually satisfactory
agreement…”
Howard Raiffa
Kennedy School of
Government
Harvard University
“Negotiatio is a basic means of getting what you want from others. It is
back-and-forth communication designed to reach agreement when you
and the other side have some interests that are shared and others that are
oppsed…”
William Ury
Harvard Law School

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Uncertain (simple)
Complicated Complex
Chaotic
Realities?

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I have only one objective
my target
5
COMPLICATED
Problem
COMPLEX
Problem
NEGOTIATION
The negotiation round itself can be seen as a
complex or complicated problem.
Expand my vision of the
objectives at stake

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THE FACT TO NEGOTIATE
A
B
H
E
D
I
M
C F
L
A
B
E
C
A
B

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Synthesis: Complicated versus Complex
COMPLICATED COMPLEX
Closed system Open system
Space limits / Set times Space limits / Indefinite time
Costs / Clear benefits Costs / Hidden benefits
7

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SPHERE OF INFLUENCE OF THE
NEGOTIATOR
Sphere of
influence
Sphere of
involvement
(results zone)

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Minimum impact on the results
Sphere of
influence
Sphere of
involvement
REAGENT NEGOTIATOR

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PROACTIVE NEGOTIATOR
Sphere of
influence
Sphere of
involvement
Maximum impact on the results

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Vision of the problem and
the sphere of influenceSPHERE OF
INVOLVEMENT
Simple
reading
Complex
reading
SPHERE OF
INVOLVEMENT
VISION

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Negotiation style?
•Is one whose target is victory at any cost. Doesn't mind the
claims of the other party or the future consequences of their
actions. Braves negotiations from the perspective of short
term.
Tough
Negotiator
•Belive that with a good relationship it is possible negotiations
in wich everyone benefits. Bases its negotiating strategy in
using a friendly communication as the main weapon.
Soft or relational
Negotiator
•Faces the negotiation from a objective postulates, knows
how to adapt his natural tendency depending on the
particular characteristics of the negotiation. It focuses on the
interests separating people from the problem.
Principled
Negotiator

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Characteristics of a Good Negotiator
Be
Impersonal
Think Fast
and Clear
Easily and
good
expressed Capacity
Analysis
and
Synthesis
Be PatientFocussed on
objectives
Great
Empathy
Have Good
Humor
Know how
to control
himself

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Strategy Types
Distributive
strategies
Cooperative
strategies
Positional
strategies
Método
Harvard
Winning at
all costs
Win to Win
Anchored
to the
starting
points
Create value
Claim value
Manage the Dilemma

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Negotiation process Phases

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ContentRelationship
Negotiation preparation
and bargaining process
analysis techniques
Communication skills
development techniques
Negotiation: Two skills in wich we operate

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 The Harvard Program 7 Elements of
Negotiation

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Communication
BATNA
Relationship
Positions
Differences
Commons
InterestsAims
Stakeholders
Short term
Medium term
Long term
Sections
The 7 Elements of Harvard.
Rules of
legitimacy
Commitment

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1. BATNA. Best Alternative to a
Negotiation Agreement
BATNA (Best Alternative to a Negotiated Agreement)
They are the resources available to each part if no
agreement is reached. E.g. “We reserve the right to
take legal actions”
Aim.- Identify and develop the best alternatives that each
part has if ther is no agreement. My BATNA will tell me if
I should continue with the negotiation or not.

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Enumerate possible alternatives
WE + - THEY + -
1.
2.
3.
1.
2.
3.
Best BATNA
WE THEY

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• Our best BATNA
– 1.
– 2.
– 3.
– 4.
– 5
• Get worse their BATNA
– 1.
– 2.
– 3.
– 4.
– 5
► If my BATNA is BETTER than the
expected result than I can obtain with
the negotiation, the most appropiate is
to break the negotiation and execute
my BATNA.
► If the BATNA of the other party is
WORSE than the results that may be
expected in the negotiation, they will
make every effort to reach an
agreement .

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• Interests vs. Positions
• Positions:
– Starting poit, first motivations
– They must be become in interests
• Interests:
– Real motivations
Pragmatic
Internal
2. INTERESTS - POSITIONS

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Negotiation is a conflict of interests
Sometimes we sacrify an important interest
because we are not willing to give in another
with less importance

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“Interests are the raw material of the negotiation. The game of the
negotiation is based on their exchange”.
Roger Fisher.
Harvard Business School
• Different
• Common
List
• For me
• For the other
part
Prioritization
• Give in one
interest in
exchange of
another
Exchange

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Focus on INTERESTS forgetting the positions makes easier VALUE
CREATION and achieving AGREEMENTS
Subtle Interests: reputation, justice, strategy, precedents
Worst and best result in each case before I offer as exchange
Get away from the points of conflict
EMPATHY. Opposite role
All interests are not opposed

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Different interests
We They
1.
2.
3.
1.
2.
3.
Shared interests
We They
1.
2.
3.
1.
2.
3.

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3. OPTIONS
a) Definition
► Points on which agreement might be possible.
► Different ways to satisfy the interests of both parties
► They are the physical translation of the interests
b) Premises to generate options
► It is always possible to enlarge the pie
► The pursued values are in the differences
► Separate the process of generating ideas from the making of decisions.
► Adapt the appeared ideas to the chosen strategy.

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CAMP DAVID AGREEMENTS
Egypt interests Possible options Israel interests
1.Maximum interest:
SOVEREIGNTY
1. Differences
interchangeable:
- Egypt desmilitarize the
area
- Israel transfer the
sovereignty.
1. Maximum interest:
SECURITY
2. Medium interest:
- Obtein Peace
- Prestige of the leaders
2. Differences
interchangeable:

2. Medium interest:
-- Obtein Peace
- Prestige of the leaders
3. Minimum interest:
Having armed forces in
Sinai
3. Differences
interchangeable:
3. Minimum interest:
Sovereignty in Sinai

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4. RULES OF LEGITIMACY
It is necessary to
pursue the LEGITIMACY
of the agreement.
Each part shall have the
FEELING of having
achieved their
expectations
The agreement must be
FAIR
External and IMPARTIAL
models: law,
precedents,
international treaties,
habits.
Write the Victory
Speech
Treaty of Versailles

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5. RELATIONSHIP
The State borns when
political organization
ceases to be based on
personal relationships
and based on
territorial and
institutional
relationships.
An agreement last in
time when it is based
on the object and not
on the subjects.

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Elements of a good relationship
Reason
Converse
Convince
Confidence
Influence
Acceptance
Emotion
Preach
Impose
Mistrust
Pressure
Negation

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• The efficient negotiation requires effective bilateral
communication
• Define a communication system dominated by both
parts.
• Consider cultural differences
• No hurry. Deliberate and clear messages.
• Form and substance.
6. COMMUNICATION

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METHODOLOGY
My suppositions
What could
understand them
New approach
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.

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Verbal or written approaches which specify what is going
to do or not each part.
APPROACH
STRUCTURE
EXECUTION
COMMITMENT
7. COMMITMENT

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METHODOLOGY
1. Last commitment draft
2. Last commitment
A. Previous steps: ¿Authority?, ¿Who and
what will do everyone?, ¿Incentives for
compliance?
B. Documentary and reliable composition of
the responsabilities of each part.

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NEGOTIATION STRATEGY
• 1. OBJECTIVES OF THE PARTS
– SHORT, MEDIUM AND LONG TERM
– VISIBLE AND HIDDEN
– STAKEHOLDERS
• 2. THE PROCESS. THE SEVEN ELEMENTS
• 3. TO MANAGE THE DILEMMA OF THE NEGOTIATOR
– THE SECTIONS
INTEREST
OPTIONS
GUIDELINE
RELATIONSHIP AND COMMUNICATION
BATNACOMMITMENT

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“The good negotiator is one
who knows CREATE
VALUE without becoming
vulnerable to those who
CLAIM and identify the right
time TO CLAIM”

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Executive Education Plan
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El Soto de la Moraleja.
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