Using Fisher and Ury’s Method to Get To Yes
The method of principled negotiation is hard on the merits, soft on the people. It employs no tricks and no posturing… It enables you to be fair while protecting you against those who would take advantage of your fairness.
– Roger Fisher
The Method of Principled Negotiations
In their 1983 negotiating classic, Getting to Yes, Roger Fisher and William Ury describe the method needed to effectively achieve principled negotiations. The four key steps in the method are:
1. Separate the people from the problem
2. Focus on interests, not positions
3. Invent options for mutual gain
4. Insist on using objective criteria
Separating the People from the Problem
When we negotiate, we often tend to overlook the fact that the other party is composed of human beings. They have emotions, deeply rooted beliefs and values, and their own viewpoints. The human factor of negotiations can either aid or hinder the process. While we may individually commit to reaching a satisfactory agreement, tempers can flare and egos may get in the way of achieving a mutually agreeable outcome. Our relationships may set up roadblocks which can hinder the problem-solving process.
At this point, the relationship needs to have a foundation based on accurate perceptions, clear and effective communications, controlled emotions, and a positive outlook toward reaching an agreement. We need to look at negotiations from the others’ points of view. Why do they feel a certain way? What factors influence the way they will approach negotiations? It is also important to avoid getting in the habit of blaming the other party. Before you start pointing fingers, find out if your actions or if your company’s actions may have contributed to the problem. Even if an accusation is well founded, it will do nothing but slow down the process. Discuss your perceptions with the other party and try to find out what their perceptions are.
When working towards an agreement, let the other party take an active role in the process. People are more apt to reach a favorable agreement when they feel they are playing an active role in formulating the outcome. Try to make your proposals consistent with the values the other party holds.
Recognize and understand the emotions of both parties. Allow the other party to vent steam, but do not react in a similar manner. You will have greater success as a negotiator if you are able to remain focused on the negotiation at hand and the issues surrounding the negotiation while avoiding negative emotions and personal attacks.
Focusing on Interests, Not Positions
It is essential to focus on interests in order to achieve a win-win outcome. Rooting oneself in one’s position will almost surely result in deadlock. In essence, both parties will always have different positions or different perceptions of what they want the outcome of the negotiation to look like. However, many times you will find that both parties have similar or common interests. If you can put an emphasis on these interests, a win-win solution will be almost inevitable.
In addition, sometimes both parties have different interests that are not in conflict with one another, and therein lies the solution. If both parties take the time to explore the others’ interests, they may find a complete lack of conflict, and both may be able to get what they want without sacrificing anything at all. Look for such opportunities in your negotiations.
Inventing Options for Mutual Gain
According to Fisher and Ury, the four obstacles which tend to inhibit the creation of options are:
Premature judgment
Searching for the single “right” answer
The “fixed-pie” assumption
A belief that “solving their problem is their problem”
To overcome these obstacles, one must separate the process of inventing options from deciding on a solution.
Use brainstorming to effectively devise as many options as possible. Remember that all options should be considered without criticism. Then, evaluate the ideas after your brainstorming session and decide on the most promising one. Options can be either specific or general. The key is to invent as many options as possible before deciding on the best course of action for all parties. This will help you “expand the pie” before dividing it.
Look for mutual gain. Work on identifying common interests and dovetailing differing interests. Make the decision easy for the other parties by giving them options that appeal to them. Once an option is selected, write it down so that both parties have a clear understanding of what the option is.
Insist on Using Objective Criteria
Commit yourself to achieve an outcome based on principles rather than pressure. Be open to reason and persuasion, but do not fall prey to threats. Principled negotiations will then lead to mutually agreeable outcomes without harsh feelings or resentment.
Determine fair standards when working towards an agreement. These may include market value, precedent, costs and efficiency as well as a multitude of other factors. Use fair procedures that both parties can agree on. Reason with the other party and be open to persuasion. Keep an open mind, but don’t back down when the pressure begins to build. Always work towards deciding how the issue needs to be resolved. This will help you avoid positional bargaining, which often leads to high costs and unfavorable outcomes.
Each party walks into a negotiation with certain natural advantages. The key to principled negotiation is to maximize the opportunity for a win-win outcome by leveling the playing field as much as possible and to always keep your sights on the interests.
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