The fundamentals
The Harvard method: principled negotiation
It is the most widely taught framework in the world. Set out by Roger Fisher and William Ury in Getting to Yes (1981), it proposes to negotiate on the merits: neither soft (giving in) nor hard (imposing), but principled.
The four principles
Deal with the disagreement without attacking the person. You can be hard on the substance and respectful in the form: protecting the relationship is what lets you defend your interests.
Behind what each side demands (the position) sit real needs (the interests). Looking for them uncovers agreements that positional bargaining made impossible.
Widen the range of solutions before choosing. Separate the time for creating (imagining) from the time for deciding, so you do not lock in too early.
Base the agreement on references that are independent of either side's will (market price, precedent, expert opinion, law). You do not yield to pressure, you yield to principle.
Why it works
The strength of the method is that it breaks out of a pure power contest. By moving the discussion from positions to interests and criteria, it makes the agreement more efficient, more durable, and far less costly for the relationship. It is the backbone of the integrative approach: create value before you share it.
Sources
- Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement Without Giving In (1981).
- William Ury, Getting Past No (1991), on negotiating through deadlock.
- The Harvard Negotiation Project, the programme that founded principled negotiation.