Summary of "Breakthrough Business Negotiation"
A Toolbox for Managers
by Michael Watkins
• Analyze the structure of any negotiation to determine the appropriate strategy.
• To gain power in a negotiation, control the process and flow of the negotiation.
• The four foundation tasks in any negotiation are diagnosing the situation, shaping the structure, managing the process and assessing the results.
• To diagnose a negotiation, consider the parties, rules, issues and self-interests.
• Making a deal is not always the best outcome; no deal is better than a bad deal.
• In examining alternatives, consider your “Best Alternative to a Negotiated Agreement” or BATNA — and the likely BATNAs of others in the negotiation.
• Look for the bargaining range, the area where a potential agreement is likely to be acceptable to all parties and, therefore, likely to happen.
• To shape the negotiation’s structure, change the players or set the agenda by adding, dropping or delaying issues.
• Assess the negotiation process with a broad macro view, a close up micro view and a view of the other parties’ thinking.
• Continually assess how you are doing, even during the heat of battle.
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