Directly from the Program of Negotiations of Harvard University - Part 1/3

In this podcast, Ricardo Vargas presents the first podcast from a series of three podcasts recorded directly from the Program of Negotiations of Harvard University in Cambridge - MA, where he attended the courses of Negotiations for Senior Executives and Dealing with Difficult People.

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Episode transcript

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Hello everybody. And welcome to the five Minutes PM podcast. I'm now talking Directly from Harvard law school in Cambridge, Massachusetts. I'm doing a course inside of the program of Negotiations at Harvard and that it looks very impressive. I spend a couple of hours walking through Harvard and I put these pictures into my flick album. And it's amazing to know that I'm having the opportunity to be in maybe the top University in the world.

So for those who like education in, for those who liked studied, this is heaven for our, all of those. And the course is very interesting. It's called to deal with difficult people in difficult situations. And I'm planning to record this podcast in order for podcasts, to talk a little bit about the discourse. And the first thing is that I learned are how the find a good outcome from a negotiation. And the first thing that we need to think about is the substance and what I'm negotiating about, and the soups this month, a good outcome must be better than your alternatives.

The BATNA. It means that you will never negotiate the worst scenario. Then your BATNA, the Baton, means the best alternative to negotiating an agreement. The Batman is the point that you decide to not negotiate and try to look for another solution. And the substance must also satisfy the interest, an interest. It's a different thing of it from positions. The position is I want this car or the interest is why am a looking discard?

Why do I want to buy this car? It's for transportation. It's for status. It's for speed. What is my interest? If I change positions, true interest, I can make a much broader increase, hugely dramatically. The creativity too, during the negotiation, at least my interests. That must be Matt very well. And their interest, the, or the counterpart interest.

It should be at least susceptible. It means I can start the team to worry about me and that part. It's not only a winning game. It's much more a problem-solving game. And the substance must be elegant, no waste of time among all the options that I have and it's legitimated, no one will feel taken. And the sense of justice, it's not only winning.

It's a win when the decision and this is one of the most important topics of all the Program of Negotiations here, its not only

Speaker 1 (3m 13s): This is a bar gang game that we are using to work with. Bright gay means

Speaker 0 (3m 18s): Concessions in you make concessions to reach an agreement. So the solution will be worse than my starting point. I needed to will be worse than you are a starting point and it's at a given or taken games. So I give you something like take something. I gave you something. I take something. This is the traditional school, but now what they are proposing, it's a problem-solving game. So I'm not playing against the counterpart now we are working together to solve the problem.

And this, I will use a, a classical the word, a sentence from William. We need to be hard with the problem, but softer with the people. So it to convert both parts, interest, create options, look for a legitimate position, create alternatives, improve communications, to make good choices for everybody in a good Negotiations, both sides most go out with the feeling that they want there's is a win, win solution.

If you do a negotiation with someone, when you win and lose, it will be very hard to negotiate again. Next week I'll talk a little bit about how do we negotiate better outcomes. See you next week. Bye-bye.

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