Key Points of the Harvard Negotiation Model

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The Harvard negotiation method has been based on four points since its creation in 1981: people, interests, opinions and criteria.

They work individually in a negotiation, but together they create agreements that are beneficial to everyone involved. To better understand, IPOG explains each of the four points of the Harvard method below:

1. People
Every person is shaped by their own interests. In a negotiation, these ambitions dictate decisions, arguments and, above all, agreements. In this sense, there brazil mobile database is no reason to ignore the aspirations of each individual.

In the Harvard method, people, both the negotiator and the negotiator, must put their egos aside so that no harm is done to the interpersonal relationship . With this, decisions are guided by reason and not by emotion, increasing clarity when objectively looking at a contract under discussion.

In the work, authors Fisher, Patton and Ury defend three main types of problems between negotiators: negative emotions , such as fear and anger, perceptions outside of synergy and noise in the communication process .

As each obstacle arises from a different perspective, the authors advocate ways to overcome each difficulty based on new proposals, guided by the origins of each obstacle.

2. Interests
Interests relate to the needs of each entity represented, whether in terms of the security of the future agreement or the financial quality that the agreement will result in. In any case, any interest is defended by those involved in the negotiation .

Here, it is worth highlighting that individual or corporate interests in a negotiation are not mutually exclusive, but rather ways of achieving a specific goal. With this in mind, a successful agreement means that the interests of those involved will be achieved.

When negotiating, interests must be clear and therefore every discussion has its justification. By finding common goals and minimum concessions, objectives can be aligned to ultimately please everyone.

3. Objectives
Goals are among the most complex aspects of the Harvard method. They often create the most complex obstacles, with four common difficulties being cited :

decide in advance and ignore alternatives;
focus on limitations to result in a pre-grant;
limit trading on profits and losses;
pass on responsibility to other negotiators.
For each obstacle, there are measures focused on avoiding limitations during the negotiation. In other words, ways to avoid creating scenarios in which one side limits the entire negotiation to just one concession.

To this end, there are four creative solutions to address the above situations:

separate the process of creating options from the evaluations;
seek advantages for all sides of the negotiation;
make decisions for each stage of the negotiation;
expand the options and not limit them to just one concession.