This document outlines a presentation on managing conflict, negotiation, and getting to yes. The presentation covers key concepts from Getting to Yes by Fisher and Ury, including separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria. It discusses managing emotions in conflict, understanding interests, brainstorming solutions, and using fairness standards. The presentation emphasizes skills like preparation, flexibility, listening, and emotional intelligence in negotiation. It encourages practicing techniques through role plays and provides final reminders on maintaining a positive attitude.

1. Managing Conflict, Negotiation
and
Getting to Yes
Bill Davis, Facilitator
Clinton Leadership School
February 17, 2015

2. • Today’s Goals:Today’s Goals:
– Add valueAdd value
• Refresh on concepts and learn something new.Refresh on concepts and learn something new.
• Build and enhance your past success.Build and enhance your past success.
• Present with Active Learning Methods:Present with Active Learning Methods:
– ObserveObserve
– DoDo
– Dialogue with Self and OthersDialogue with Self and Others
WelcomeWelcome
2

3. • Spend Our Time WiselySpend Our Time Wisely
• Make it Fun and Productive.Make it Fun and Productive.
Time is Important!
3

4. • Getting To Yes, Fisher and UryGetting To Yes, Fisher and Ury
• Getting to Yes Presentation for IS Dept, 2007Getting to Yes Presentation for IS Dept, 2007
• Teaching and Career ExperienceTeaching and Career Experience
• Professional Sales, Marketing and NegotiatingProfessional Sales, Marketing and Negotiating
TrainingTraining
Sources
4

5. • Share the Big Picture
• Avoid distractions
• Be specific - X 7 (X11)
• Speak the “native tongue”
• Create 2-way conversation
• Gain immediate feedback
• Power of Body Language
Communication During ChangeCommunication During Change
5

6. • Higher Sense of PurposeHigher Sense of Purpose
• Open Mind – Embrace DiversityOpen Mind – Embrace Diversity
• Common GroundCommon Ground
• Rosabeth Moss KanterRosabeth Moss Kanter
Enduring PrinciplesEnduring Principles
for Changing Timesfor Changing Times
6

7. • Chapter One –Chapter One –
– Problems that arise in using the standardProblems that arise in using the standard
strategies for positional bargaining.strategies for positional bargaining.
• Chapter Two – FiveChapter Two – Five
– Four principles of the method.Four principles of the method.
Getting to Yes –Getting to Yes –
About the Book -About the Book - It’s AboutIt’s About
Principled Negotiation.Principled Negotiation.
7

8. • Negotiation is a fact of life.Negotiation is a fact of life.
• More and More occasions requireMore and More occasions require
negotiation.negotiation.
• Every negotiation is different, but theEvery negotiation is different, but the
basic elements do not change.basic elements do not change.
• Principled negotiation can be usedPrincipled negotiation can be used
whether there is one issue or several.whether there is one issue or several.
Getting to Yes – Author’s CommentsGetting to Yes – Author’s Comments
8

9. Think Pair ShareThink Pair Share
(5 Minutes)(5 Minutes)
• What is negotiation?What is negotiation?
• What is meant by successful negotiation?What is meant by successful negotiation?
• What are some skills associated with successfulWhat are some skills associated with successful
negotiating?negotiating?
• What is an objection?What is an objection?
• What is an outcome?What is an outcome?
• What are some successful and/or unsuccessfulWhat are some successful and/or unsuccessful
negotiations that you have been involved in?negotiations that you have been involved in?
What were the outcomes?What were the outcomes? 9

10. Four Major ComponentsFour Major Components
-- Separate the People From the ProblemSeparate the People From the Problem
-- Focus on Interests, Not PositionsFocus on Interests, Not Positions
-- Invent Options for Mutual GainInvent Options for Mutual Gain
-- Insist on Using Objective CriteriaInsist on Using Objective Criteria
Fisher and Ury (1991) Getting To YesFisher and Ury (1991) Getting To Yes
The Four PrinciplesThe Four Principles
of Getting to Yes ?of Getting to Yes ?
10

11. • Change be difficult for some.Change be difficult for some.
• Change may create a reaction at times and conflict (Change createsChange may create a reaction at times and conflict (Change creates
motion and motion can create friction).motion and motion can create friction).
• Intrapersonal and Interpersonal Conflict TypesIntrapersonal and Interpersonal Conflict Types
• Stages of Conflict EscalationStages of Conflict Escalation (Thomas’s Model of Escalation)(Thomas’s Model of Escalation)
• Awareness of tension, Severing of the relationship and TotalAwareness of tension, Severing of the relationship and Total
DestructionDestruction
• Types of Conflicts (Types of Conflicts (Interest, Cognitive and NormativeInterest, Cognitive and Normative):):
– Bumps, Bruises and Head BangersBumps, Bruises and Head Bangers
Before We Begin –Before We Begin –
Some Points on Change and ConflictSome Points on Change and Conflict
11

12. Why Can ConflictsWhy Can Conflicts
Can Be Tough To Manage?Can Be Tough To Manage?
1. You are dealing with People and Personality
• Enduring tendencies to feel, think, and act in certain ways.
2. Perceptions
3. Powerful Needs and Wants
- Security
- Economic well being
- Sense of belonging
- Recognition
4. Remember, change can create conflict at times and change be difficult . So
remember, always before beginning a negotiation or handling a conflict, pleasealways before beginning a negotiation or handling a conflict, please
know the situation and know your purpose.know the situation and know your purpose.
12

13. • Strong emotions are often involved in conflictStrong emotions are often involved in conflict
situationssituations
• Hurting people’s feelings just makes thingsHurting people’s feelings just makes things
worseworse
• Speak for purposeSpeak for purpose
- When anger’s high, some things are best left- When anger’s high, some things are best left
unsaidunsaid
- Before making a statement, know what- Before making a statement, know what
purpose this information will servepurpose this information will serve
Separate PeopleSeparate People
From The ProblemFrom The Problem
13

14. Strong emotions usually follow conflictedStrong emotions usually follow conflicted
situations.situations.
AngerAnger
DepressionDepression
FearFear
HostilityHostility
FrustrationFrustration
DistantDistant
Separate the PeopleSeparate the People
From the ProblemFrom the Problem
14

15. • Don’t blame the other person for the problemDon’t blame the other person for the problem
• Act as a partner, not an enemyAct as a partner, not an enemy
• Allow a cooling off period when necessaryAllow a cooling off period when necessary
• Use symbolic gestures when appropriate ( a noteUse symbolic gestures when appropriate ( a note
of sympathy, a statement of regret, etc)of sympathy, a statement of regret, etc)
• Most Importantly: DEAL WITH PEOPLE ASMost Importantly: DEAL WITH PEOPLE AS
HUMAN BEINGS!!!!!HUMAN BEINGS!!!!!
Separate the PeopleSeparate the People
From the ProblemFrom the Problem
15

16. • Basic human needs are powerful interests!Basic human needs are powerful interests!
- security- security
- economic well-being- economic well-being
- sense of belonging- sense of belonging
- recognition- recognition
Focus on Interests, Not PositionsFocus on Interests, Not Positions
16

17. • If you want the other side to understand yourIf you want the other side to understand your
interests, seek to understand theirsinterests, seek to understand theirs
• Look forward, not backLook forward, not back
• Keep the focus on the solutions to the problem,Keep the focus on the solutions to the problem,
not whose to blame for the problem.not whose to blame for the problem.
Focus on Interests, Not PositionsFocus on Interests, Not Positions
17

18. • Be flexible and open to new ideas – in regards toBe flexible and open to new ideas – in regards to
solutions.solutions.
• An open mind is not an empty one – you haveAn open mind is not an empty one – you have
your interests in mind, but you are not set inyour interests in mind, but you are not set in
your positionyour position
• Before the negotiation: think of several optionsBefore the negotiation: think of several options
that would meet you intereststhat would meet you interests
• Attack the problem, not the person!!Attack the problem, not the person!!
Focus on Interests, Not PositionsFocus on Interests, Not Positions
18

19. • Think collaborativelyThink collaboratively
• Ways to think about options:Ways to think about options:
- The facts of the problem- The facts of the problem
- What ought to be done to solve the problem- What ought to be done to solve the problem
- Feasible suggestions for action- Feasible suggestions for action
Invent Options for Mutual GainInvent Options for Mutual Gain
19

20. • Look through the eyes of different experts.Look through the eyes of different experts.
None of us is as smart as all of us!!!None of us is as smart as all of us!!!
• Place yourself firmly in the shoes of the otherPlace yourself firmly in the shoes of the other
side – for each optionside – for each option
• Try to find something that other person hasTry to find something that other person has
agreed to in the pastagreed to in the past
• Consider how implementing the decision mightConsider how implementing the decision might
be difficult for the other sidebe difficult for the other side
Invent Options for Mutual GainInvent Options for Mutual Gain
20

21. • Commit yourself to reaching a solution that isCommit yourself to reaching a solution that is
based on principle, not pressurebased on principle, not pressure
• Use standards of fairness, efficiency, or scientificUse standards of fairness, efficiency, or scientific
meritmerit
• Refer to precedentsRefer to precedents
• Look for possible independent standards andLook for possible independent standards and
fair solutionsfair solutions
Insist on Using Objective CriteriaInsist on Using Objective Criteria
21

22. • Possible standards:Possible standards:
- professional standards- professional standards
- efficiency- efficiency
- equal treatment- equal treatment
- tradition- tradition
- moral standards- moral standards
• NEVER yield to pressureNEVER yield to pressure
Insist on Using Objective CriteriaInsist on Using Objective Criteria
22

23. • Anger with More Anger… NOT!!!!!!Anger with More Anger… NOT!!!!!!
• Talk to Each Other…Not About Each OtherTalk to Each Other…Not About Each Other
• Does This Relationship Matter????Does This Relationship Matter????
• Improved Conflict Resolution=ImprovedImproved Conflict Resolution=Improved
Relationships!Relationships!
• Excellence in Relations and Customer Service areExcellence in Relations and Customer Service are
important to growth.important to growth.
• The experience people have is what they willThe experience people have is what they will
remember most about the organization.remember most about the organization.
Final Tid BitsFinal Tid Bits
23

24. • Basic “Rules of the Road”Basic “Rules of the Road”
– Effective feedback is about developmentEffective feedback is about development
– Goal is to help people become better.Goal is to help people become better.
– Negative Nellie's and Gloomy Guses have no place inNegative Nellie's and Gloomy Guses have no place in
teams!!teams!!
– Have fun with it growing your skills!Have fun with it growing your skills!
Now it’s Your TurnNow it’s Your Turn
Practice Makes Better!!!Practice Makes Better!!!
24

25. • Discuss and role play a situation where youDiscuss and role play a situation where you
experienced a conflicted situation.experienced a conflicted situation.
– What were the initial positions taken?What were the initial positions taken?
– What emotions were involed?What emotions were involed?
– What behavior was exhibited?What behavior was exhibited?
– How did you handle that behavior?How did you handle that behavior?
– What were the parties interests?What were the parties interests?
– What options did you present for mutual gain?What options did you present for mutual gain?
– Were those options difficult for either party?Were those options difficult for either party?
– Was the outcome?Was the outcome?
Follow Up Assignment -Follow Up Assignment -
Groups of ThreeGroups of Three
25

26. • What did you learn from each othersWhat did you learn from each others
experience?experience?
• How did your behaviors/attitudes/positionsHow did your behaviors/attitudes/positions
impact your story?impact your story?
• Now you gotta’ practice!!!Now you gotta’ practice!!!
Decompress!!!Decompress!!!
26

27. • Remember, effective conflict management andRemember, effective conflict management and
effective customer service ARE NOT mutuallyeffective customer service ARE NOT mutually
exclusive events!!! Practice DOES make betterexclusive events!!! Practice DOES make better
Looking Ahead…Looking Ahead…
27

28. Before the rest, your attitude must pass the test!
Talk the walk and walk the talk, but remember, people
will watch how you walk it more than how you talk it!
 Remember The Fish Philsophy:
◦ Chose Your Attitude
◦ Play
◦ Make Their Day
◦ Be Present
Some Final Points!Some Final Points!
28

29. Attachment - NegotiationAttachment - Negotiation
(Bill Davis Personal Notes)(Bill Davis Personal Notes)
NEGOTIATIONNEGOTIATION
– A Process in which to reach an agreement.A Process in which to reach an agreement.
– Achieve a mutually acceptable solution.Achieve a mutually acceptable solution.
– A satisfying conclusion.A satisfying conclusion.
– An attempt to reconcile what constitutes a good result for you and for the other party.An attempt to reconcile what constitutes a good result for you and for the other party.
– Both sides win something.Both sides win something.
– Preparation, Proposal, Debate, Bargaining and Closing..Preparation, Proposal, Debate, Bargaining and Closing..
SKILLS NEEDEDSKILLS NEEDED
– Have a wide range of objectives - Be flexible.Have a wide range of objectives - Be flexible.
– Explore possibilities – a wide range of possibilities.Explore possibilities – a wide range of possibilities.
– Prepare well in advance ..Prepare well in advance ..
– Interactive – Listening and QuestioningInteractive – Listening and Questioning
– FlexibilityFlexibility
• Be flexible – a sign of strength now weaknessBe flexible – a sign of strength now weakness
– AdaptabilityAdaptability
– Emotional Intelligence – Read DynamicsEmotional Intelligence – Read Dynamics
– Prioritizing ClearyPrioritizing Cleary
• IdealIdeal
• Realistic targetsRealistic targets
• MinimumMinimum
– Making AdjustmentsMaking Adjustments
29

30. THANK YOU!THANK YOU!
30