Getting to Yes, Exam

Bad Habits Of Good Negotiators : How to respond to an anchor that's too extreme

o Ask your counterpart to explain their reasoning o Reject the anchor and claim it's too far off of the mark o Test understanding and summarize

Summarize The Overall Point Of The Book

Promote Principled Negotiation

Bad Habits Of Good Negotiators : Don't Sequence Issues One At Time because...

There's more room to be creative when all the issues are on the table.

Discuss And Explain What BATNA Means And Why Negotiators Need Them!

o Best Alternative To a Negotiated Agreement o Negotiators need them because it is the standard against which any proposed agreement should be measured. It protects both from accepting terms that are too unfavorable and rejecting terms that are in their best interest.

Respond To The Question, "Do I Have To Be Fair If I Don't Have To Be?"

o Consider the answer to these questions • How much is the difference worth? • Will the result be durable? • What damage could the result have on the relationship or others? • Will your conscience bother you?

Identify The Tricky Negotiation Tactics That People Use To Stifle Others During Negotiation

o Deliberate Deception o Psychological Warfare o Positional Pressure Tactics

Identify And Apply The Negotiation Jujitsu Techniques

o Don't attack their position, look behind it o Don't defend your ideas, invite criticism and advice o Recast an attack on you as an attack on the problem o Ask questions and pause

Summarize What Readers Are Trying To "Win" By Reading Getting To Yes

o Finding a better way to negotiate; a way of feeling satisfied by getting what you deserve and being decent.

Respond To The Question, "Does Positional Bargaining Ever Make Sense?"

o If you don't mind an arbitrary outcome. o If the issues are simple. o If you don't value the relationship.

Describe And Explain Why "Arguing Over Positions" Is Ineffective

o It produces unwise outcomes. Focusing attention on positions removes it from the underlying interests. o It is inefficient. o Endangers an ongoing relationship. o It puts both sides in a conflict. Promotes extreme positions.

Identify And Discuss Several Of The Objective Standards/Criteria For Producing Fair And Amicable Agreements

o Market Value, Precedent, Scientific Judgment, Professional Standards, Efficiency, Costs, What A Court Would Decide, Moral Standards, Equal Treatment, Tradition, Reciprocity

The Techniques For Separating The People From The Problem

o Perception o Emotion o Communication o Prevention works best

Four Major Obstacles To Inventing A Wide Variety Of Useful Solutions

o Premature judgment: critical of ideas during negotiation o Searching for the single answer: there's typically a wide variety of answers o The assumption of a fixed pie o Thinking that "solving their problem is their problem"

Discuss How To Respond To A Hard Bargainer

o Principled Negotiation o Negotiation Jujitsu o Consider The One-Text Procedure

Identify And Discuss The Necessary Steps To Invent Creative Options

o Separating inventing from deciding o Broaden your options o Look for mutual gain o Make their decision easy

Steps To Invent Creative Options: Broaden Your Options

• Multiply options by shuffling through specific and general • Look through the eyes of different experts • Invent agreements of different strengths

Tricky Negotiation Tactics: Deliberate Deception

• Phony Facts • Ambiguous Authority • Dubious Intentions

Separating The People From The Problem: Perception

• Put yourself in their shoes • Don't deduce their intentions from your fears • Don't blame them for your problem • Discuss each other's perceptions

Separating The People From The Problem: Emotion

• Recognize and understand emotions, theirs and yours • Pay attention to 'core concerns' -autonomy, appreciation, affiliation, role and status • Consider the role of identity

Tricky Negotiation Tactics: Positional Pressure Tactics

• Refusal To Negotiate • Extreme Demands • Escalating Demands • Lock-In Tactics • Hardhearted Partner • A Calculated Delay • "Take It Or Leave It"

Bad Habits Of Good Negotiators : 2 Techniques To Prevent One From Being Vulnerable By Presenting Too Much Information

• Selective Information Sharing: reveal information that can't be used against you. • Rank ordering: listing the issues in relative importance to you.

Tricky Negotiation Tactics: Psychological Warfare

• Stressful Situations • Personal Attacks • The Good-Guy/Bad-Guy Routine • Threats

Trump Tactics Article: The Tactics

• The Impressive Office • The "He's Too Busy" Routine • The Underling Gauntlet • The Unexpected Handshake • The Meeting Extension

Steps To Invent Creative Options: Make their decision easy

• Whose shoes? • What decision? • Making threats is not enough

The Differences Between Soft And Hard Bargaining

o Soft: Participants are friends, the goal is agreement, make concessions, soft on people and problem, make offers, disclose bottom line, accept one-sided losses, yield to pressure. o Hard: Participants are adversaries, the goal is victory, demand concessions, hard on the problem and people, make threats, mislead bottom line, demand one-sided gains, apply pressure.

Bad Habits Of Good Negotiators : The Anchor and the First Offer

o The first offer sets the anchor, which means the person that makes it typically comes out ahead. It's hard to resist the power the anchor has at creating a launching point for negotiations. o Making the first offer: 1) signals confidence and strength. 2) creates more flexibility to make concessions.

Bad Habits Of Good Negotiators : Best number of reasons per argument and why

o Use two reasons per argument. • They are often the best and strongest reasons • The reasons beyond 2 are typically weaker and easy to criticize.

Ways To Identify Interests

• Ask "Why?" • Ask "Why not?" Think about their choice • Realize that each side has multiple interests • The most powerful interests are basic human needs. -security, economic well being, a sense of belonging, recognition, control over one's life • Make a list

Steps To Invent Creative Options: Separating Inventing from Deciding

• Before brainstorming -Define your purpose -Choose a facilitator • During brainstorming -Clarify the ground rules, including the no-criticism rule -Brainstorm -Record the ideas in full view • After brainstorming -Star the promising ideas -Invent improvements for promising ideas

Separating The People From The Problem: Preventions works best

• Build a working relationship • Face the problem, not the people

Steps To Invent Creative Options: Look for mutual gain

• Identify shared interests • Dovetail differing interests • Any difference in interests?

Separating The People From The Problem: Communication

• Listen actively and acknowledge what is being said • Speak to be understood • Speak about yourself; not about them • Speak for a purpose

Ways To Talk About Interests

• Make your interests come alive • Acknowledge their interests as part of the problem • Put the problem before the answer • Look forward, not back • Be concrete but flexible • Be hard on the problem, soft on the people