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Summary Negotiation and Social Decision Making (Getting to Yes and articles meeting 1 - 2)

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  • Course
  • Negotiation and Social Decision Making
  • Institution
  • Universiteit Leiden (UL)

Especially for Dutch students: Summary of the book Getting to Yes and the articles which you have to read for NSDM (meetings 1 and 2). This summary includes the most important insights and findings of the obligatory articles of meeting 1 - 2 and the book Getting to Yes. By studying this summary, yo...

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Document information

  • March 2, 2016
  • 21
  • 2014/2015
  • Summary

Subjects

  • negotiation
  • decision making
  • social decision making
  • onderhandeling
  • nsdm
  • negotiation and social decision making

Written for

  • Universiteit Leiden (UL)
  • Social and Organizational Psychology
  • Negotiation and Social Decision Making
All documents for this subject (3)

2  reviews

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By: evavansloten • 6 year ago

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By: richmarlouthod • 7 year ago

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A lot of information

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Content preview

NSDM

Article: Ury & Fisher about 5P’s of persuasion
5 P’s of persuasion:
Purpose, Perceptions, Problem Solving, Proposition, Process
Goal 5P’s: PEACE => less violation and better outcomes for all.

BOOK: Getting to Yes (Fisher & Ury)
This classic book on negotiation theory is a product of the Harvard Negotiation
Project. It espouses Principled Negotiation, a specific negotiation method that
aims for Win-Win agreements.

The Arguments in Detail

I The Problem
The authors argue that the major problem in many negotiations is that people
assume positions that are either Hard or Soft. They suggest that, rather than
being either hard on the people and the problem, or soft on people and problem,
it is possible to be soft on the people and hard on the problem. They call this
approach Principled negotiation or Negotiation on its merits.

II The Method
They suggest the following approach:

Separate the people from the problem
The purpose of this step is to recognise that emotions and egos can become
entangled with the problem in negotiations, and that this will adversely affect
your ability to see the other party's position clearly. This results in adversarial
rather than cooperative interactions. This step involves:

• Clarifying perceptions
• Recognizing and legitimising emotions
• Communicating clearly (c.f. Stephen Covey's Listen first to understand, then
speak to be
understood)

Focus on interests, not positions
In this step there is exploration of the true interests underlying the positions of
each side, rather than a focus on the superficial positions with which parties
come to the table. The initial positions presented may obscure what the parties
really want (interest). It is therefore essential to:

• Ask questions to explore interests
• Talk about your own interests

Generate options for mutual gain
In this step, time is for parties to set aside time together to generate alternative
candidate solutions. The idea is that parties contribute together creatively to
generate possibilities for mutual gain i.e. a Win-Win agreement, integrative
agreement. This step involves:

• Brainstorming • Making their decision easy
• Broadening options • Looking for mutual gain

Insist on using objective criteria
The final step is to use mutually agreed and objective criteria for evaluating the

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