Focus on basic problems in negotiating

I recently read "Beyond Reason: Using Emotions as you negotiate" by Roger Fisher, coauthor of the bestselling book "Getting To Yes" and Daniel Shapiro, associate director, Harvard Negotiation Project. This is an interesting book with some valuable explanations of how we can channel emotions respecting five concerns that allow negotiators to achieve mutually beneficial results.

The book is based on the premise that we treat every day and the emotions that we have all the time. Since we can not eliminate the emotions, "Beyond Reason" offers a strategy to generate positive emotions and deal with the negative ones. The book is based on "Getting to Yes" that was written by Fisher and is considered the basis for interest-based negotiation, a process that suggests that the negotiators to achieve better results through understanding and mutual interests and work together to produce an agreement that will meet those interests as best they can.

The emotions have an impact on the negotiations, if we recognize them or not. Rather than dealing with every single emotion we have, and that our opponents feel, "Beyond Reason", presents a strategy where you turn your attention to what generates these emotions. The authors' main concerns are human needs that are important to almost everyone in virtually every negotiation. Are often unspoken, but not less real than our material interests. Even experienced negotiators are often unaware of the many ways in which these concerns reasons for their decisions. "

The five main problems that stimulate so many emotions during the negotiations are appreciation, affiliation, autonomy, status and role. To effectively address these problems, is able to stimulate positive emotions. The five concerns are not distinct from each other, but merge with each contributing to the stimulation of emotions. Therefore, any concerns must be met to the extent appropriate, it will be different in every negotiation. These concerns can be used to understand the emotional experience of each party, as well as a lever to stimulate positive emotions in parties. Allows a quick look at each concern, the emotions that come from all worries, and what people are inclined to do once those emotions arise.

Appreciation

When a person is appreciated, the emotions that result can be enthusiastic, affectionate, cheerful, and considerate. A person who feels these emotions will often be more inclined to cooperate. A person who is often misunderstood to feel angry and disgusted. These emotions often lead to a person who is prone to react negatively and contrary to the interests desired.

Affiliation

When a person is treated as a colleague tend to feel more fun, compassionate and ecstatic. These emotions tend to make a person more inclined to work together. The person who is treated as an opponent is right to feel resentful or irritated. This person will be more inclined to go it alone rather than working together.

Autonomy

When freedom of a person to decide is recognized, as emotions can be proud, happy and fulfilled are evoked. These emotions tend to make a person prone to be creative. On the other hand, when autonomy is invested, the emotions of guilt, shame, remorse, and often arise, leading to a person think more rigidly.

State

When the status of a person is recognized, they often feel calmer, relieved and relaxed. This tends to make a person more likely to be trustworthy. When the status of a person is put down you will feel humiliated and embarrassed. People with these feelings are often more inclined to act deceptively and be seen as unreliable. (Note that they are seen as untrustworthy, unreliable, not necessarily in reality).

Role

When the role of a person is making, and includes activities that demonstrate and convince the person that makes the difference, the feelings of hope arise. People hopeful tend to be more inclined towards the confidence similar to the above description relating to the state. When the role of a person's mundane and limited can experience envy, jealousy, or become apathetic. As with the description of the state, these feelings tend to make a person more prone to act in the eyes of their opposition and deceptively be seen as unreliable.

Conclusion

Negotiators often assume that the best way to negotiate is purely rational. Hostile emotions easily escalate and cause problems. However, according to Jamil Mahuad, former President of Ecuador, the emotions can be helpful. In 1998, a 50-year border dispute between Ecuador and Peru ended by negotiating successfully between Jamil Mahuad, President of Ecuador (1998-2000), and Alberto Fujimori, president of Peru (1990-2000). President Mahuad has two trading courses at Harvard, with a workshop with both Fisher and Fisher and Shapiro regarding the main concerns mentioned above. He contributed to "Beyond Reason", sharing his creative use of the five concerns when negotiating to resolve the Peru-Ecuador border dispute. According Mahuad, took the initiative and acted on each of the major concerns - appreciation, affiliation, autonomy, status, role and when you go into negotiations with President Fujimori. In this way allowed him to establish a good relationship, a strong working relationship, and a stable agreement.

During your next negotiation, determine how you respond to these main concerns in others and in themselves. Expressing appreciation. Building a sense of belonging. Respecting the autonomy of each person and the state. Help shape the roles to be rewarding. According to Fisher and Shapiro, doing this will become a negotiation from a stressful, disturbing the interaction in a side-by-side box where each of you, listen, learn, and respects the other. This will no doubt improve your results. If these concerns can help the presidents of both countries to resolve a dispute over 50 years, just might help you to successfully negotiate well .......