How To Reach A Negotiated Agreement, According To William Ury

The negotiated settlement is the central theme of the book Get Yes , written by William Ury, Roger Fisher, and Bruce Patton. This book and the research that preceded it marked a milestone in the approach to negotiations. They were preceded by a series of studies carried out by the PON ( Program Of Negotiation ) of Harvard University.

William Ury is one of the most prestigious experts in the matter of negotiation of agreements and resolution of conflicts. It can be said that he created a new paradigm, together with his collaborators, to solve the crossroads  posed by opposing interests and that become a weighty obstacle when reaching an agreement.

For William Ury, a scenario in which there are divergent positions and conflicting interests is a terrain in which new opportunities can be created, provided the right approach prevails. To achieve this, he created a model that has become famous for its effectiveness. How to reach a negotiated agreement, in the best way? It is what we will see in a moment.

The bases of the negotiated agreement

For William Ury, a negotiated agreement has to be a sensible agreement. What makes it sensible is that you meet three conditions :

• It must satisfy the interests of each of the parties, as far as possible.
• You must resolve conflicts of interest fairly.
• It must improve, or at least not deteriorate, relations between the parties and with the community in general.

However, in order for this type of negotiated agreement to be reached, it is necessary to take into account eight concepts. These are:

• Position. It is what the parties expressly state that they want to obtain.

• The interests. They are the silent motivations that give rise to the position. They understand needs, values, concerns, fears, and desires.
• Alternatives. They are the solution mechanisms that only serve the interests of one of the parties.
• The options. They are the solutions that, in one way or another, take into account the interests of both parties.
• Objective criteria. They are the factors that influence the negotiation, but that cannot be modified by it.
• MAAN (Plan B). MAAN is an acronym that stands for Best Alternative to Negotiated Agreement. It equates to the best solution for oneself, regardless of the needs of the other party. It is never explicitly raised at the negotiating table.
• Proposal. Only after having analyzed all the above elements can a proposal be made. This must contemplate some improvement, benefit or value for the other party.

• Agreement. Successful negotiation must lead to an agreement that contains commitments, conditions and responsibilities acquired.

The process for reaching a negotiated agreement

To reach a negotiated agreement, it is necessary to take into account all the concepts that have already been enunciated, but also to advance an orderly process that makes the final agreement possible. It basically comprises three stages: preparation, proper negotiation and evaluation. Let’s see each one of them.

The preparation stage includes several tasks. The most relevant are the following:

• Reflection on one’s own. It involves identifying our position, interests, alternatives and options.
• Reflection on the other party. It means identifying the position, interests and alternatives of the other party.
• Specify the objective criteria and the MAAN.

Based on the above, it is necessary to identify four other crucial aspects, before starting the negotiation:

• Reserve value (VR). It is the condition or the minimum quantitative value that can be accepted in a negotiation.
• Aspiration value (VA). It is the condition or maximum quantitative value to be reached in a negotiation.
• Extreme Offer (OE). Based on the VR, a possible extreme offer is proposed, which constitutes a limit to the negotiated agreement.
• Insulting Offer (OI). They are the conditions or values ​​that reveal an absence of will to negotiate. It involves ending the negotiation immediately.

Negotiation and agreement

The preparation part of the negotiation is very relevant, as it offers a solid framework to start the negotiation itself. This second phase is where all those reflections and criteria defined in the previous phase are applied.

Basically, four criteria must be taken into account for the negotiation itself :

• Separate people from the problem. The negotiated agreement does not focus on the people involved in a conflict, but on the conflict itself. There is no room for personal allusions.
• Focus on interests and not positions. What defines the negotiated agreement are the silent interests and not the explicit positions.
• Invent options for mutual benefit. As many as possible.
• Keep objective criteria in mind. These cannot and should not be part of the negotiation.

The fundamental thing is to maintain an attitude of openness and cordiality. The best, use assertive and fluid communication. It is important to put biases aside and do whatever it takes to finalize a negotiated agreement. Once it is reached, it must be evaluated one last time before it is finally accepted.