3.

2 Some typical negotiation models

3.2.1 Siegel and Fouraker model (1960)

According to Siegel and Fouraker, the negotiation model goes as follows:
 3.2 Some typical negotiation models

3.2.2 Walton and McKersie (1965) model

According to these two authors, the negotiation process is characterized by
dynamics comprising four distinct aspects or “activities.”

Harmony

Arrange point
of view Distinguish

Relationships
within the group
 3.2 Some typical negotiation models

3.2.3 Sawyer and Guetzhow (1965) model

Purpose Goal Content Methods Results

 3.2 Some typical negotiation models

3.2.3 Sawyer and Guetzhow (1965) model

Criteria Purpose Goal

Definition Overarching reason or mission Specific, measurable outcome

Nature Broad, long-term, philosophical Narrow, concrete, time-bound

Scope General, often abstract Specific, actionable

Long-term, may not change

Time frame frequently Short-term to mid-term, may evolve
Reducing CO2 emissions by 30%
Example Creating a sustainable society within 3 years
 3.2 Some typical negotiation models

3.2.3 Mô hình Sawyer và Guetzhow (1965)

 3.3 Types of
Negotiation
In business, people often mention the following types of negotiations:

1. Win–Lose, in which one side gains the maximum

benefit, and the other side has to suffer losses.

2. Lose-lose: both sides suffer losses due to

incompetence, and both do not achieve their original
goals.

3. Compromise, in which each side accepts a partial

win and a partial loss.

4. Win-win, both sides achieve what they want.

3.3 Types of
Negotiation
3.3 Types of
Negotiation
 3.3 Types of
Negotiation

Win-win negotiation is a strategy in which both parties maximize their

benefits and feel satisfied with the outcome. In this type of negotiation, the
parties focus on finding mutually beneficial solutions rather than competing
fiercely for individual wins. It is a collaborative approach in which both parties
work together to create greater value for all rather than simply sharing what
they already have.
3.3 Types of
Negotiation
3.3 Types of Negotiation
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

- Negotiators are human first.

- Every negotiator has two interests:

real interests and relationship interests.
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

- Relationships tend to be dominated by problems

The relationship between parties tends to be

dominated by the content of the discussion.
People often draw unfounded conclusions from
the comments and then use them as a basis for
reasoning about their intentions and attitudes.

Separate the relationship from the content of the negotiation;

directly address human emotional issues.
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

To find the right solution to a complex human problem, you should pay attention to
three basic categories: perception, emotion, and communication.

Perception

Understanding the other person's thoughts is not an

effective tool to help you solve problems, simply
because their thoughts are also a problem that you
need to pay attention to. Whether you're negotiating or
arranging an argument, the difference between your
thoughts and the other person's is the difference.
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

Techniques for understanding partners:

• Put yourself in the other person's shoes;
• Discuss each other's perspectives;
• Let the other person have their part by
involving them;
• Save face for the other person: Make
suggestions that are consistent with their
values.
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

Emotion
In a heated argument, feelings can be more important
than words. Emotions can quickly lead a negotiation to a
deadlock or an end.
To resolve this problem, we need to:
• Recognize and understand our own emotions;
• Acknowledge the other side's emotions and acknowledge
their legitimacy;
• Let the other side vent;
• Don't react to angry words;
• Use symbolic gestures (visits, gifts, invitations to dinner,
etc.) to gain the other party's affection.
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

Communication
First, negotiators often do not speak directly to each other, or at least they communicate confusing
information. Even if you are speaking clearly and directly to them, they may not be listening to you.
This is the second common problem in negotiations. The third common communication problem is
misunderstanding. What one person says, another may misunderstand. Even when negotiators are
sitting in the same room together, information from one person to another is mistranslated.
 3.4 Principled Negotiation

3.4.1 Separate human emotions from the problem

What can we do to overcome the three communication

problems mentioned above?
• Be proactive in listening and acknowledging what they say;
• Talk to understand each other better;
• Talk about you, not the other person;
• Speak with a clear purpose;
• Preventing people-related problems is the best way;
• Building working relationships;
• Facing the negotiation problem, not the people problem.
 3.4 Principled Negotiation

3.4.2 Focus on interests, not positions

Find a wise solution to reconcile interests, not positions

The difference between positions and interests is decisive:

 Benefits that arise as problems

 Identify benefits
 The greatest benefits are basic human needs
 Talk about benefits
 3.4 Principled Negotiation

3.4.3 Find multiple win-win solutions

04 main obstacles prevent you from discovering optimal solutions:

• Rushing to judgment
• Looking for only one answer
• Assuming that interests are not changing
• Thinking that solving other people's problems is
none of your business
 3.4 Principled Negotiation

3.4.3 Find multiple win-win solutions

SOLUTION METHOD

To find creative solutions, you need to:

• Separate the act of finding solutions from the act of
judging solutions;
• Expand the range of options on the table rather
than just looking for a single answer;
• Look for common interests;
• Find ways to persuade the other party more easily.
 3.4.4 Focus on using objective standards

No “WIN-WIN” strategy can mask the reality of potential conflicts no matter

how well you understand the benefits and how well you relate to your partner.

Once you have identified some objective standards and methods, how do you
discuss them with the other side? There are three basic points to remember:

1.Treat each issue as a search for common objective standards.

2.Discuss openly which standards are most appropriate and how they should be applied.
3.Never give in to pressure, only give in to the principle.