Successful negotiations are the result of mutual giving and taking of interests rather than keeping firm on one’s own positions. The method of focusing on the common interests of negotiating parties works well because firstly, there is always more one way of fulfilling each other’s interests, and secondly, both sides can always find out certain common interests, otherwise they will not sit together discussing and talking.

1.1.2        Inventing options for mutual gain

 The first two principles look at the relation between people and problems, and interests and positions, which are conductive for negotiators to establish an objective view on those important factors in negotiations. The third principle of inventing options for mutual gain provides an approach to fulfillment of the two parties’ demands.

 Why are negotiators easily trapped by their own positions? The explanation is that many negotiations simply focus on a single event and the solution to the event is either win or lose, for example, price of a car, size of commission, or time limit of a loan. The distributive nature of interest gaining limits people’s scope of thinking and causes people to insist on their own stance. In such case, there is one way out, which is to jointly make the cake of interests as large as possible before cutting it apart so that both sides may get what they desire for. To this end, negotiators should be able to provide creative options and alternative to unaccepted solutions. There are in fact always alternative solutions to problems to be solved, which are, unfortunately, often not fully understood.

    2.1.3.1 Obstacles for generating creative options

   Generally speaking, there are three factors hindering people from seeking for alternative solutions:

   One is the fixed distributive plan. Both sides perceive the size of the cake is fixed, thus your gain is my loss and my gain is your loss. The rigid distributive concept retards creative thinking and options and hence results in failure of negotiations.

   The second is seeking for only one solution. Negotiators are inclined to rest on their laurels they have achieved and hope to arrive at the final solution without other nuisances. They are not aware of the fact that creative thinking and options are indispensable part of a successful negotiation.

   The third is considering only one’s own options suiting one’s own needs. A successful negotiation is a process of giving and taking which means options provided should be a consolidated body of both sides’ interests. When keeping in mind not only one’s own party’s interests but also the other side’s interests, stimulated creativeness will bring about alternative options conductive to success of negotiations.

2.1.3.2 Elimination of above mentioned barriers

To overcome above--mentioned barriers and generate creative options, it is important to set aside the concept that one party’s gain is the other’s loss and encourage each other to help solve problems and not prematurely focus on an option before people are ready. Negotiators should separate the invention process from the evaluation stage. Multiple solution options must be developed prior to evaluation of those options. The parties should come together in an informal atmosphere and brainstorm for all possible solutions to the problem. Will and creative proposals are encouraged. Brainstorming session can be made more creative and productive by encouraging the parties to shift between four types of thinking: stating the problem, analyzing thee problem, considering general approaches, and considering specific actions. Parties may suggest partial solutions to the problem, and creative thinking expands the range of possible options and promotes better solutions. Only after a variety of proposals have been made should the group turn to evaluating the ideas. Evaluation should start with the most promising proposals. The parties may also refine and improve proposals at this point. Participants can avoid falling into a win—lose mentality by focusing on shared interests. When the parties’ interests differ, they should seek options in which those differences can be made compatible or even complementary. The key to recon

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