[MUSIC] You should never forget what negotiation is about. We negotiate, that is we spend time interacting with others, because we need to achieve something and we think we can achieve this in a better way with the consent and the input of the other side of the table, rather than on our own. As a result, the preparation must help you get the clearest possible understanding of what you want to get from a specific negotiation. There's no way you would reach your objectives if you do not know them in the first place. Now, here, let me go into a little bit of terminology. Most negotiation scholars have used two terms, objectives and interests. However, analyzing tons of negotiations, and discussing with many high level negotiators, brought us to the following conclusion. Objectives are not that objective, as they tend to include a fair amount of subjectivity. Similarly most negotiations stakes are not simply but the maximization of quantitative interest by supposedly rationale individuals. Real negotiations are far more subtle and complicated. Negotiators are moved by many other deeper things than objective interests. This can be principles of ethics or emotions such as anger or fear. That is why we've decided to use the word motivations. Deep inside, which motivations do I try to fulfill through a negotiation? And because it takes at least two to negotiate, what do I know about the motivations of the other negotiator across the table? Here, you must try and dig as deep as you can. You need to uncover below the superficial position, I want this, your deeper motivation. Why do I want this? And you need to do the same for their motivation. Why do they ask what they ask? Let's take a simple example. Imagine two partners in a startup. They're negotiating their share of the assets. Both of them insist on having more than 50% of the shares, which is clearly impossible. And that leaves no zone of possible agreements. However, digging deeper to understand the core motivations underlying these positions might lead to this. One negotiator's motivation is control. She wants to have the final say on strategic decisions. The other negotiator's deep motivation is return on investment. He wants to have more as he considers his personal investment in the company will be greater. Once this has been clarified, a mutually satisfactory solution is within reach, to distinguish non voting shares. So that one negotiator yields more revenue without having control over the company decision-making process. Understanding these deeper motivations is absolutely crucial for the negotiator. Indeed, maybe you can not give away, what they asked. That's their position. As a result, the negotiation would stop and fail. But if you manage to understand why they wanted a core motivation, you may manage to put on the table another solution, which is in line with a deep motivation, that they had not thought of, which you can afford, and you're allowed by your mandate to give away. And provided, of course, that you get something in return by way of reciprocity. As a result, in your preparation time, you must think hard to identify your motivations, what you need and why, and their motivations. Or what they need and to the best of your knowledge, why? Usually, you don't have lots of information here so it is useful to prepare the right questions to ask. And do not forget to identify the motivations of relevant stakeholders. People who are not at the table but they hold a stake in what is about to be discussed without them. Doing this might help you identify shared, and compatible motivations. It is in both negotiators' interest to conclude the matter in a swift and discrete manner, for instance. And this should be addressed first in the discussion, as they will help build trust for later. One last thing. Sometimes people ask, what's the difference then between motivation and the mandate? Well, it's pretty simple. The motivation is, I'd like to go as far as possible in that direction while the mandate is, my boss expects I go at least that far, and this red line I must absolutely respect.
