Negotiation doesn’t have to mean giving in or bowing to the will of another party by using objective criteria and standards. Insisting on the use of objective standards, precedents, law or principles is a means both to persuade the other side that an agreement is fair and to protect your side from being coerced. Standards of legitimacy also make it easier to explain an agreement to one’s constituents.

1.2  Characteristics of collaborative principled negotiation

Criterion is the measurement of solving all divergences. Objective criteria can greatly simplify the negotiation process and is a good way out when the participants can’t decide which option is just and reasonable. If union and management are struggling over a contract, they can look to see what other similar companies have agreed to use as an outside objective criterion. If people are negotiating over the price of a car or a house, they can look at what similar house or cars have sold for. This gives all sides more guidance as to what is “fair”, and makes it hard to oppose offers in this range. Abiding by criteria, negotiators analyze problems calmly and objectively, which is helpful to reach a wise and fair agreement and implement it effectively and actually. Criteria are independent of wills, therefore decrease the functions of individual opinions and embody negotiation fairness.  

 2.3 A new framework of PIOC

   Collaborative principled negotiation is not only to improve negotiators’ skills and aid them all winners, but also to provide a new mindset about negotiation that can create as large a set of positive outcomes for all parties involved. It offers a simple, memorable and effective negotiation framework by focusing on four fundamental components—problems, interests, options and criteria. Applied successfully, the PIOC framework can help to create breakthrough results in any negotiation situation by helping negotiation participants move away from clashing and toward collaboration.

4.5.1.1.1        Each point of PIOC relates directly to its adjacent points. For instance, parties about to engage in a negotiation have specific needs of interests they want meet, and these may underlie the positions they come to the table demanding. The parties’ interests will help them generate possible solutions or options to resolving the dispute. The options can be further refined through the filter of neutral criteria, objective standards or benchmarks. While many experienced negotiators begin with interests when thinking through a negotiation process, PIOC’s four facets work in any order. For instance, a set of criteria can help spark ideas for options. Alternatively, a list of problems helps clarify its interests.

   For negotiation success, you must first know what you want. Take an honest inventory of your underlying interests when you engage in any negotiation. Arguably, there are your subjective interests, tailor—made to your side given your situation, expectations and experiences. Likewise, each side must anticipate and analyze the other side’s potential interests in order to work out realistic options. Balanced against the interests are objective criteria with which one can evaluate the fairness of demands. Criteria are neutral precedents that both sides to a negotiation can use to develop and benchmark options. In negotiation, we want to see our objective needs met, to known that the agreement is fair, and to be able to explain to stakeholders the key factors upon which decisions were based. If interests and criteria help articulate what we desire, options are proposals for concrete ways of getting it. We sometimes refer to options that meet some or all of each party’s interests as the on—the—table solutions, that is those options we believe have some chance of meeting both parties’ interests. When both sides contribute to putting options on the table, this can lead to greater choice and creativity in coming to an agreement.

   As you approach negotiation with this new mindset, keep the PIOC visually present. By doing so, you will avoid positional behaviors and clashes that don’t lead to creative solutions to problems. At the

上一页  [1] [2] [3] [4] [5] [6] [7] [8] [9] [10]  ... 下一页  >>