How To Negotiate

In this content area, we will be focusing on the key steps in every negotiation:
- design your negotiation (this happens before you use the I2ONoG model)
- create value
- develop your I2ONoG
- decide and come to an agreement

Let's take a look at this aforementioned steps in a more detailed fashion:

I. Design
At first, we need to check how we can work together with other people in order to create value that comes from the dialogue. In a negotiation, there are usually two people involved, at least, so they can start the journey together:
- Set goals;
- Construct an agenda;
- Deliver a core message.

Going back to what we previously establish about the core of every negotiation, setting goals allows you to merge the results- and relationship-based approach.
Results-based goals are the reason why you are negotiating. Usually, you exchange shared interests with the other party, then a joint proposal on responsibilities and conditions is being talked about, followed by a joint proposal on compensation and perks, closed by a signed agreement.
On the other side, there is the relationsip goal. You need to focus on what your preferred type of working relationship is suppose to be as well. This way, you'll make it more possible to reach a collaborative outcome on the substance if you keep in mind that you want to maintain and even improve the relationship. Of course, relationships are two-way streets, building on rapport and trust.

An agenda is an important organizing tool if there are several issues that the parties need to deal with at once. This will help you generate energy and movement in a negotiation, by starting with the big-picture issues first, and then using revolving issues to build up rapport and trust. Yet, your agenda is very dynamic as it has to relate to the uniqueness of the negotiation situation. The agenda should also make clear to the parties that there are ground rules to be observed and in a multi-stakeholder or multi-coalition situation roles will need to be identified and established. 

To deliver a core message is your mission statement. You can do this for yourself or when you are in a business negotiation. If your core message is 'creating joint value', then an opening line might be: "We're excited to be talking about a partnership here. I truly believe we have the opportunity to create an agreement that will serve us both extremely well. We are ready to spend today listening to your goals and vision because we think that will ultimately help us create something with most value."

II. Create value
In order to create value, we need to explore underlying interests and develop options that will expand the pie, so to speak. Getting interests on the table is the first step, followed by generating options and then filtering these through objective benchmarks and priorities. This is a crucial phase for developing value.
Often times when we negotiate, we rather work on the positions than the real interests, the underlying needs. In order to get to the interest, you can start by reading the position and guess the party's possible interest. Consider asking questions you might ask to discover those interests.
Example:
Position: I won't agree unless you make it a guaranteed three year-contract
Possible interests:
- Win
- Wants to be treated equitably
- stability
- consistent resources

Questions you can ask:
- Why three years? (information gathering)
- Can you tell me why less than three years won't work? (challenging question)
- How does a longer number of years provide value to you? (consequences)

III. Work on Developing your I2ONoG
In many negotiations, the parties tend to jump from inventing to deciding without even contemplating the extensive array of possibilites without evaluation and judgement. Usually, the preferred approach by seasoned negotiators is to invent options, share them and then decide which option should be agreed upon first.
However, when you start your brainstorming session, be clear with each other that all ideas will be put on the table without commitment and that you will create value by investigating many possibilites. Brainstormed options are just mere concepts, not rationalized items. Invite the other party to share the options.
You may ask the following questions:
"What are three ways we could satisfy this interest in improving communication among employees?"
"Here's two ways we could do it. Do you have other possible solutions?"

Before deciding, start to determine first which options best meet the interests. Compare your options with your list of interests. Look particularly for options that meet your shard, prioritized interests. Subsequently, apply objective benchmarks to the brainstormed options, so you can weed out the less desirable ones and select other for further exploration.
Making effective criteria statement is important as it serves two purposes:
- develop a joint-problem solving approach as a constructive one, and
- the need to advocate and protect your own needs.

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