[MUSIC] There's another concept about negotiations and a little piece of vocabulary I'd like to insert here because there are different kinds of negotiation in the negotiation research literature. And it's worth knowing the differences because they're appropriate in different kinds of situations and they use different techniques to work effectively. So being able to identify, effectively, and appropriately which techniques and what kind of negotiation you're entering with your long-term goal in mind, is part of being effective and credible. So here's what the literature suggests. There's some kind of negotiations that are called distributive. Win-lose is what they're called sometimes. Because they typically involve Items that are indivisible, every piece of it you get is a piece that I don't get. So, if it's money for example, every dollar you get is one that I don't get. They often involve one-time interactions. I'm going to buy a house or buy a car. And they're often in one-time relationships. I'm going to go buy a car from the place that has the best deal for the kind of car I want. It's a one time interaction. I'm going to give them amount of money. The other kind of negotiation is the kind that actually happens more often in the workplace, and it's known as an integrative negotiation, or sometimes known as win-win. Because integrative negotiations are embedded in long-term relationships, we have to keep working with each other. There are multiples issues. It's not only, how do I deal in this particular situation? There's trade-offs possible. Because I could insist that we go to the place down the block for lunch. And then maybe when we get into our 3:00 meeting, you're going to be a little more stubborn and a little less interested in gave and take when I say I'd like a little extra time on the deadline. So, there's multiple levels of interaction embedded in this long-term relationship. Which means that the kind of techniques we use, if I use a technique that maximizes everything I get and causes you to lose, I could win the battle and lose the war. I could be cutting off my nose to spite my face. I could win over you today and then tomorrow have to come back and talk with you at work again. And maybe that doesn't serve my long-term interest here. So, think about how many the negotiations you do at work are actually embedded in long-term relationships where it's in your interest to maximize both parties leaving as happy as they can be. Those are integrative negotiations. Win-win negotiations. And knowing something about how to maximize everybody's interest to get as much as possible out of an interaction of that nature is in your interest and makes you a more effective leader. What else do you need to know about negotiations to be influential and effective at work? Well, there's a vocabulary concept I'd like to introduce here. And also going back to some of the skills we've already practiced in applying them in these context. So, in negotiation and in teaching negotiation, one of the fundamentally important concepts is the difference between people's interests and their positions. So someone's position may be $10,000, take it or leave it, that's my position. And the position is, what I want, $10,000. Underneath my position are my interests, my needs, my fears, my concerns, why I want what I say I want in my position. And understanding people's interests is the key to effective negotiation at work. So the first thing is not to mistake people's positions with what their interests are. And the second piece is to use some of the skills that we've already introduced across this specialization in uncovering people's interests so you can work to understand them and maximize how much they go away happy and you go away happy at the same time. And the more you know about their interests, the more you can craft that kind of solution so we can both keep working together effectively in the long-term. So when you think about interests, one of the skills we're going to use is reframing. We've talked about reframing before. In the context of negotiation, what we want to do is reframe to uncover people's interests. You may use paraphrasing to clarify, to repeat back. You're going to of course want to have built some report so people are willing to be open with you and exchange information. And then, we want to reframe what people say about their positions in ways to help open up their interests. One way to do that is to reframe to interests, options, standards, or relationships. So if you reframe to interests, you can say $10,000, help me understand why that number is important to you. Or you can reframe to options, $10,000? Is one lump sum cash payment important to you? Or, could payments overtime work out for you? Or, for example, would it be acceptable to you, I have a boat that's worth about $10,000. Would some sort of barter work for you? What I've just done is tried to open it up and say, what are options? You can try to reframe to standards. $10,000, where does that come from? Is that an evaluation that you have found in comparable markets? So now I'm looking for an external standard. Or, I could reframe to a relationship, our relationship. $10,000, you sound pretty firm about that. I really like you. I like dealing with you. We've dealt with each other a long time. We could haggle. You could say ten and I can say two, and you could say nine and I could say three, and we could go back and forth and back and forth. I like dealing with you so much and our relationship is important enough to me, I wonder if we could go about this another way? I've just reframed our relationship. Sometimes it's complicated to remember interest, options, standards, relationships. Here's a way that I try to go about that's a little bit simpler at least for me. When I went to high school in the United States in the era that I did, they used to teach us the journalist questions. The journalist questions are. Who? What? When? Why? Where? How? So if you just use simple questions like those, you can use them to reframe. Gosh, where does that come from? I just reframed to a standard. How would that work? Maybe that's an option. Why are you so interested in that particular number? Now I'm trying to get at interest. Who else does it that way? Reframing the standards. Ask some questions to open up the situation to try to uncover the interests underneath the position is one of the things that will help you be effective. Because the more you understand those interests, the more likely you are to be able to craft a win-win integrative solution. And, again, at work, most of the negotiation we do with people is embedded in long-term relationships with multiple issues. And so the more that we can maximize the other's interest without harming our own, the better off we are, the more effective we are, and more likely we are to be seen as a leader. [MUSIC] [SOUND]
