Chapter 1 - Don’t Bargain Over Positions
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1.
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Everyone negotiates something everyday.
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2.
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Positional bargaining is the method of negotiation by which:
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  Each side attempts to deceive the other side
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People refuse to negotiate
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Each side takes a position, argues for it, and makes concessions to reach a compromise
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Each side negotiates from opposite sides of the table
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3.
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Efficiency is one of three criteria used to fairly judge any method of negotiation.
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4.
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A wise agreement can be defined as:
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One that meets the legitimate interests of each side to the extent possible
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One that resolves conflicting interests fairly
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One that is durable and takes community interests into account
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All of the above
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5.
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Arguing over positions produces unwise agreements.
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6.
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Arguing over positions is extremely efficient.
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7.
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Arguing over positions has no effect on ongoing relationships.
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8.
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In positional bargaining, the more you clarify your position and defend it against attack, the less committed you become to it.
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9.
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Arguing over positions endangers an ongoing relationship as each side tries through sheer will power to force the other to change its position.
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10.
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The fewer people involved in a negotiation, the more serious the drawbacks to positional bargaining.
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11.
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In positional bargaining, people's egos become identified with their positions.
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12.
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When negotiating on the merits, participants are:
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friends
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adversaries
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problem-solvers
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good citizens
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Chapter 2 - Separate the People from the Problem
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A basic fact about negotiation is that you are dealing not with abstract representatives of the other side, but with human beings.
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14.
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The method of principled negotiation involves separating the people from the problem.
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15.
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Beyond reaching an agreement that satisfies his substantive interests, every negotiator also has an interest in:
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The outcome of prior negotiations
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The business of the other side
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His relationship with the other side
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His appearance
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Dealing with a substantive problem and maintaining a good working relationship need not be conflicting goals if the parties are committed and psychologically prepared to treat each separately on its own legitimate merits.
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17.
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Understanding the other side’s thinking is not simply a useful activity that will help you solve your problem. Their thinking is the problem.
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18.
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In a negotiation, particularly in a bitter dispute, talk is more important than feelings.
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19.
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Without communication there is no negotiation.
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Chapter 3 - Focus on Interests, Not positions
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20.
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The method of principled negotiation involves focusing on interests, not positions.
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21.
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Interests motivate people. They are the silent movers behind positions.
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22.
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Opposed positions are based on conflicting interests, not compatible ones.
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23.
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Reconciling interests rather than positions works because:
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Interests are less important than positions
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Interests usually conflict
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Positions are easily defined.
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For every interest there usually exist several possible positions that could satisfy it
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Interests define the problem.
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25.
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In principled negotiations, figuring out the other side's interests is at least as important as figuring out your own.
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26.
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A basic technique for identifying positions is to put yourself in their shoes, examine each position they take, and ask yourself why.
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27.
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Asking "Why Not?" is to identify the basic decision that those on the other side probably see you asking them for and then:
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To ask yourself what decision you would make
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To ask yourself how you can help them make that decision
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To ask them why they have not made the decision
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To ask yourself why they have not made that decision
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28.
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Each side rarely has multiple interests.
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29.
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The most powerful interests are basic human needs.
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30.
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A common error in diagnosing a negotiating situation is to assume that each person on the other side has the same interests.
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31.
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Basic human needs include:
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A vacation home
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A corner office
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Security
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Peace and quiet
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32.
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It is your responsibility to explain your interests to the other side.
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33.
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Being specific about the details of your interests will make your interests seem less credible to the other side.
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34.
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It's important to acknowledge the other side's interests as part of the problem.
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35.
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If you want someone to listen and understand your reasoning, give your interests and reasoning first and your conclusions or proposals later.
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36.
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You will satisfy your interests better if you come to an agreement or settlement of things that happened in the past before you proceed to the future.
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37.
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It may not be wise to commit yourself to your position, but it is wise to commit yourself to your interests.
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Chapter 4 - Invent Options for Mutual Gain
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38.
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The method of principled negotiation involves inventing options for mutual gain.
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39.
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One major obstacle that inhibits the inventing of an abundance of options is thinking that solving their problem is their problem.
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40.
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The following is not a major obstacle that inhibits the inventing of an abundance of options:
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Premature judgment
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Searching for the single answer
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The generation of wild ideas
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The assumption of a fixed pie
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41.
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Inventing options comes naturally.
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42.
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Inventing is part of the negotiation process.
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43.
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Most people see their job in negotiation as narrowing the gap between options, not broadening the options available.
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44.
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Before brainstorming, you should
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Define your purpose
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Eat a good lunch
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Design a formal atmosphere
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Not make advance preparations
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45.
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To invent creative options, you will need to combine the act of inventing options and the act of judging them.
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46.
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During brainstorming, you should record the ideas in full view.
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47.
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The type of thinking in which you diagnose an existing situation in general terms is known as descriptive analysis.
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48.
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Examination of your problem from the perspective of different professions and disciplines will help to generate multiple options.
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Since success for you in a negotiation depends upon the other side’s making a decision you want, you should do what you can to make that decision an easy one.
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Chapter 5 - Insist on Using Objective Criteria
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50.
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The method of principled negotiation involves insisting on using objective criteria.
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51.
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Your chance of benefiting from past experience becomes greater the more you and the other side:
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Refer to precedent and community practice
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Brainstorm
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Stick to your guns
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Utilize third party facilitators
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52.
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Trying to settle differences of interest on the basis of will has high costs.
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53.
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It’s never a good idea to ask the other side what the theory is behind their position.
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54.
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An example of objective criteria is:
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Your professional opinion
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Market value
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The greater amount
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The first option presented
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55.
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Ideally, to assure a wise agreement, objective criteria should be not only independent of will but also both legitimate and practical.
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56.
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In order to negotiate with objective criteria, it’s a good idea to frame each issue as a joint search for objective criteria.
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Chapter 6 - What if They Are More powerful?
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You BATNA is your:
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Battery Activated Turbo Nuclear Antenna
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Best Actual Technology Not Activated
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Best Alternative To a Negotiated Agreement
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Believed Authoritative Test for Not Arguing
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58.
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Adopting a bottom line limits your ability to benefit from what you learn during negotiation.
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59.
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The standard against which any proposed agreement should be measured is :
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Your bottom line
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Your BATNA
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Your trip wire
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Your best proposition
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60.
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A bottom line increases imagination.
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Chapter 7 - What if they Won’t Play?
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61.
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In negotiation jujitsu, you should attack the other side’s position.
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62.
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If the other side chooses to play the game of positional bargaining, you can change the game simply by starting to play a new one.
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63.
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A way to channel criticism in a constructive direction is to turn the situation around and ask for their advise.
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64.
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In negotiation jujitsu, rather than resisting the other side’s criticism, you should invite it.
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65.
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A key tool in negotiation jujitsu is:
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Preparing bold statements in advance
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Being persuasive
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Having the upper hand
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Asking questions
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66.
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Some of the most effective negotiating you will ever do is when you are not talking.
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67.
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The one-text procedure shifts the game from positional bargaining and simplifies the process of inventing options and deciding jointly on one.
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68.
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It's important to get everyone's consent before beginning the one-text procedure.
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Chapter 8 - What if They Use Dirty Tricks?
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69.
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In negotiating the rules of the negotiating game, you should recognize the tactic, raise the issue explicitly, and:
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Call the police
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Discontinue negotiations
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Question the tactic's legitimacy and desirability
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Use the tactic to your advantage
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70.
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Before beginning any negotiation, it's a good idea to inquire about the level of authority held by the negotiator on the other side.
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71.
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Positional pressure tactics are designed to structure the situation so that only one side can effectively make concessions.
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72.
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An example of a positional pressure tactic is:
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Refusal to negotiate
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Extreme demands
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Escalating demands
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All of the above
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73.
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Psychological warfare tactics are designed to make you feel uncomfortable so that you will have a subconscious desire to end the negotiation as soon as possible.
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74.
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It is easier to defend principle than an illegitimate tactic.
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75.
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The good-guy bad-guy routine is a form of deliberate deception.
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Chapter 9 - In Conclusion
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