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interests not positions范文
On general, to separate people from problem, the crucial point is to understand the other party, control one’s own emotion and strengthen communication. We look for chances to correct our counterparts afterwards if their opinion is not right; we allow them to express their dissatisfaction if they feel upset and we find more chances to exchange our opinions if misunderstanding happens. By doing so we treat our counterpart as a cooperator sitting on the same boat sinking and floating together, and the course of negotiation as a process of achieving mutual success hand in hand.
1.1.1 Focusing on interests not positions
Conflicts of interests bring people to negotiation table. Negotiation about interests means negotiating things that people really want and need, not what they say that they want or need, these are not the same. In negotiation, it is very often difficult to focus on interests since the interests of one party are frequently not clearly identified and expressed outwardly, and comparatively speaking positions are concrete and explicitly exposed to each other. One important task of negotiation is to overpass one’s position and to look for solutions satisfying both parties’ interests.
1.1.1.1 Cause of involving in positions
Positions may be thought of as one-- dimensional point in a space of infinite possible solution. Positions are symbolic representations of a participant’s underlying interests. People tend to take extreme positions that are designed to counter their opponent’s position for the purpose of having their interests realized or protecting their interests or gaining more interests.
1.1.1.2 Harm of haggling on positions
Defining a problem in terms of positions means that at least one party will “lose”. Positional bargaining, in which each side comes to the table with a list of demands and opens with their positions on an issue, is likely to be ineffective and costly. The parties then bargain from their separate opening positions to aGREe on one position. Haggling over a price is a typical example of positional bargaining. It is an inefficient means of reaching agreements, and the agreements tend to neglect the parties’ interests. It encourages stubbornness and so tends to harm the parties’ relationship. Its failure in the labor, management and diplomatic contexts are manifold. It often produces unyielding attitudes and endless haggling, which makes negotiation be a competitive of wills and will destroy the friendly atmosphere. Parties try their utmost to make their counterpart change position, only resulting in either one party make concession to reach a bad agreement or neither party compromise to end in negotiation. Negotiators considering problems on their own position and regardless of the other party’s reasonable interests, even act by threat and deception that would lead negotiation to a failure.
1.1.1.3 Emphasis on interests
Good aGREements focus on the parties’ interests not their positions. Your position is something you have decided upon, your interests are what cause you to so decide. If asked why they are taking that position, it often turns out that the underlying reasons—their true interests and needs—are actually compatible, not mutually exclusive. When a problem is defined in terms of the parties’ underlying interests, it is often possible to find a solution that is satisfies both parties’ interests. In negotiation, there are always multiple, shared, compatible and conflicting interests. The first step is to identify the parties’ interests regarding the issue at hand. This can be done by asking why they hold the positions they do, and by considering why they hold some other possible position. Each party usually has a number of different interests underlying their positions. And interests may differ somewhat among the individual members of each side. However, all people will share certain basic interests or needs, such as the need for security and economic well—being. Identifying shared and compatible interests as “common ground” or “points of agreement” is helpful in establishing a foundation for additional negotiation discussions. Once the parties have identified their interests, they must discuss them together. If a party wants the other side to take their interests into account, that party must explain their interests clearly. The other side will be more motivated to take those interests into account if the first party shows that they are paying attention to the other side’s interests. Discussions should look forward to the desired solution, rather than focusing on t past events. If we have learned anything about the past, it is that “we can’t change it”. The past may help us to identify problems needing solution, but other than that, it doesn’t tend to yield the best solution for the future. Parties should keep a clear focus on their interests, but remain open to different proposals and positions.
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