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12 STEPS
OF THE NEGOTIATION PROCESS
- IN THREE PARTS
- PART
ONE - PREPARATION
- 1. Getting Organized – Discuss
and agree how group members work together:
- a. Review mission,
resources and expectations;
- b. Assign tasks,
responsibilities, roles and leadership;
- c. Agree on a decision-making
process and voting.
- 2. Getting Ready – Gather
Data about the operating environment, the issues
and the people in conflict:
- a. What are the
perceived issues for each party?
- b. What is known
about the other parties?
- c. List and analyze
risks & opportunities;
- d. Identify assumptions
by all parties;
- e. Preview the steps
in the negotiation process;
- f. Explore possible
future events with scenario planning;
- g. Develop objectives & strategy
- h. Consider each
party’s BATNA (Best Alternative To A Negotiated
Agreement) and WANTA (Worst Alternative To
A Negotiated Agreement).
- 3. Getting to the Table – Obtain
agreement to negotiate:
- a. Consider offers,
invitations, threats and promises;
- b. Create a safe
environment;
- c. Engage interests;
- d. Resolve impediments
to the process;
- e. Settle ground
rules, preconditions & agendas.
- PART
TWO – UNDERSTANDING
- 4. Place Positions & Interests
on the Table:
- a. Clarify the positions
of the parties and the reasoning the parties
advance for those positions;
- b. Identify underlying
interests at issue;
- c. Exchange updated
offers;
- d. Encourage each
party to state their objectives and expectations
from the process.
- 5. Exchange Stories: Discover
the answer to “Why”
- a. Appreciative
inquiry;
- b. Active listening;
- c. Mirroring;
- d. Switching Positions.
- 6. Resolve Impediments:
- a. Unpack and Identify
emotional & cultural Issues;
- b. Clean the slate
through acceptance, forgiveness & reconciliation;
- c. Overcome any
power Imbalances.
- 7. Explore the Level
of Meaning: What explanations and clues for
possible resolutions might there be in underlying
subjective dimensions:
- a. Discuss worldviews – assumptions,
perceptions, intentions and identity;
- b. Discuss each
others deepest values and beliefs relevant
to the conflict.
- PART
THREE – AGREEMENT
8. Reframe: Work towards agreement on a
statement of the Most Important Unresolved Issues
in terms of positions, underlying interests and
the level of meaning.
- 9. Analyze: What
are the BIG questions or choices faced by the parties.
Do a “Currently Perceived Choice Analysis” for
each BIG question.
- 10. Brainstorm:
- a. Create Options
for Mutual Gain
- b. Create value
- c. Enlarge the pie
- d. Suspend judging
until the parties are ready for the next step.
- 11. Evaluate & Bargain:
- a. Weigh options
and interests on the Give & Receive Scales;
- b. Compare proposed
terms with each party’s BATNA (Best Alternative
To A Negotiated Agreement);
- c. Consider how
principles, process, standards and law may
point to a resolution or provide legitimacy;
- d. Use Scenario
Testing to see how proposed terms satisfy the
interests & needs of all affected parties
in the present reality and the foreseeable
future;
- e. Bargain together
to develop an Optimum Resolution for all stakeholders.
- 12. Commit: As
tentative agreement is reached on a specific issue,
note the agreed term with the understanding that
any party’s assent may be withdrawn or the agreement
modified as subsequent issues are discussed. Reach
final agreement when the last term has been settled.
This is the Delayed Binding & Single Text Process
for drafting a robust, voluntary and durable agreement.
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DEBRIEF -
Discuss and evaluate the negotiation process and
the outcomes.
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