Meeting & Negotiating with Harvard Technique
Group 2 day program
Course description
The theme of this course is resolving differences by agreeing on principles.
The core concept comes from the Harvard Negotiation Project work of Roger Fisher and William Ury at the Harvard Law School in 1980 and 1981.
Fisher and Ury say in Getting to Yes (Random House, 1981) that their work began as a question: What is the best way for people to deal with their differences?
The ‘principle seeking’ style finds middle ground between just giving in to others, and bullying and forcing every point as if giving in on anything would be fatal. With Harvard Technique, lines of communication stay open, and on going relationships are easier.
Negotiation isn’t a matter of who’s right and who’s wrong. The interests of the other party are valid, and with discussion, might turn out to be similar to your own.
It is critical to listen carefully to the other party. To explore exactly what they are on about when they tell you about their concerns or needs.
We need this information so that we can create and maintain a good working relationship with the other party. With this in place, we will find it easier to deal with each other now and in the future. We certainly don’t just go for the “best value.”
If we consider relationships we make future transactions possible, get recipricocity and build up trust.
Before we can use this principle-seeking method, we need to look at the total context of a disagreement or a meeting to resolve it.
This involves clear language, clear preparation, and an understanding of the basic steps that make meetings successful.
Who will benefit
- People who are tired of the argumentative way of negotiating.
- Those who meet and negotiate with the same people on a regular basis.
- Those who are looking for agreement at a difficult meeting.
A short version of this course, consisting mostly of material from Day one, is available.
Course outline
Day 1
How the Harvard Technique works
Practical exercises in pairs to gain high skills levels
Preparation for using Harvard at a meeting
Essential parallel skills - language clarification and congruent behaviour
How to set clear objectives for agenda items and meetings
Case presentation – five formats
Day 2
The stages of a meeting – opening, overcoming disagreement, concluding.
How to open a meeting or discussion – consensus on ground rules.
Four ways of moving disagreement to agreement - emphasis on Harvard.
Control tactics.
Closing steps to ensure the agreement is implemented.
Communication skills to use with individuals – rapport and language
Handling a difficult person.
Role play a disagreement in small teams, with coaches and observers.
Course arrangements
Group sizes vary between four and 20. Consecutive days work best but are not essential.