FORM Technique
A simple way to start conversations.
The Relationship Map
A simple way to evaluate your relationships.
Stakeholder Saliency Model
Sharpen your stakeholder management skills via finding who matters most.
3A Trust Model
Gives you a simple and clear structure to build trust fast.
PREP Framework
Deliver clear, structured arguments by stating your point first, proving it, and closing with clarity.
FIRE Model
Separate facts from interpretations to respond to feedback calmly and solve the real problem.
ORID Focus Conversation
Help groups move from information gathering to action in a structured and inclusive way.
Harvard Negotiation Principle
Six negotiation principles help both sides get more of what they want.
ZOPA
A practical negotiation concept that defines where a deal is actually possible.
Current–Past–Future Interview Framework
An easy framework to answer "Tell Me About Yourself" in a job interview.
VSNC Framework
Persuade and inform with clarity by structuring your message.
Three Circles of Influence
Grow your influence via focusing what you can control.
RACI Model
Bring clarity, reduce friction to the stakeholder communication.
ABCD Trust Model
Increase engagement and commitment in the workplace.
PART Framework
Structure your answers and emphasize takeaways to show real growth.
RIDE Communication Framework
Help you persuade effectively, build trust, and gain support in any professional setting.
DISC Communication Styles Framework
Speak their language, not yours.
Harvard Negotiation Principle: Getting to Yes
Six negotiation principles help both sides get more of what they want.
Harvard Negotiation Principle
Strong Negotiation Skills
Poor negotiation often leads to conflict or missed opportunities.
“Getting to Yes: Negotiating Agreement Without Giving In” is a classic book on negotiation. It has helped millions of people learn a better way to negotiate.
In this book, Roger Fisher, William Ury and Bruce Patton brought up 6 principles that introduced the world to the possibilities of mutual-gains negotiation, or integrative negotiation. It means that negotiators don't have to choose between either waging a strictly competitive, win-lose negotiation battle or caving in to avoid conflict.
By listening closely to each other, treating each other fairly, and jointly exploring options to increase value, negotiators can find ways of getting to yes that reduce the need to rely on hard-bargaining tactics and unnecessary concessions.
6 Negotiation Principles
Separate the people from the problem
In negotiation, it's easy to forget that our counterparts have feelings, opinions, values and unique backgrounds that contribute to what they do and say during talks.
When misunderstanding and conflict arise in negotiation, we need to deal with the "people problem" directly rather than trying to gloss over it with concessions.
Strive to imagine the situation from their counterpart's viewpoint.
If someone is refusing to back down from a hardline position, ask her how she thinks things are going.
Exploring each side's perceptions openly and avoiding the tendency to blame are key negotiation skills.
Focus on interests, not positions
We tend to begin our negotiation by stating our positions.
For example, a homeowner might say to a developer: "I won't allow you to develop this property".
When we stake our firm positions, we set ourselves up for impasse.
In our goal of getting to yes, we need to draw out the interests underlying our counterpart's positions by asking questions, such as, "Why is this property important to you?"
By identifying what interests are motivating the other party, and sharing your own interests, you can open up opportunities to explore tradeoffs across issues and increase your odds of getting to yes.
Learn to manage emotions
Be sure that you and your counterpart have ample opportunities to express and discuss any strong emotions related to your negotiation.
Allowing one another to speak your mind will benefit both sides.
Freed from the burden of unexpressed emothions, people will become more likely to work on the problem.
When you know that you will have your turn to express how you are feeling, it will be easier for you to listen when your counterpart has his turn.
Express appreciation
Fisher, one of the authors stressed the importance of expressing appreciation as a means of breaking through impasse.
No one likes to feel unappreciated, and this is particularly true in a negotication.
Put a positive spin on your message
Communication in a positive way is a much more effective means of getting to yes than blaming and criticizing.
Instead of speaking on behalf of your group, speak only for yourself.
You can find the difference throughout the following statement:
"Everyone on the team feels that you're not performing well": This will distract the listener from your message, because he will wonder who has been talking about her;
"Your recent work has fallen short of your high performance levels": Talk about what you personally have observed instead.
Escape the cycle of action and reaction
If the other side announces a firm position, you may be tempted to criticize and reject it. if they criticize your proposal, you may be tempted to defend it and dig yourself in.
They push you hard, and you will tend to push back...
To head off this vicious cycle, the authors introduce a negotiation skill they called "Negotiation Jujitsu", which involves avoiding escalation by refusing to react.
They advise us to channel our resistance into more productive negotiation strategies.