Overview of the Harvard Negotiation Model
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ScribdTranslationsTraditional linear model
Harvard.
Valentina Gómez
Carolina Vesga
Daniel Melo
Paula Quiroga
History of the model
In the 1970s, Roger Fisher (professor at Harvard Law School) began to
William Ury (negotiation professor at Harvard Law School, co-founder and director
associate of the Negotiation Program at Harvard Law School)(Hernández, 2014).
In 1981, with the collaboration of Bruce Patton (he is the deputy director of the Harvard Project)
Negotiation), they published 'Get the Yes: Negotiating Agreements Without Concessions'. This is how they gave to
to know the 'Fisher-Ury Method', where they present the essential elements to consider in any
negotiation to reach an agreement without conceding to the other party (Hernández, 2014).
They formed a team that is familiar with the ongoing management of different levels of negotiation.
from the nationals to the internationals (Hernández, 2014).
Main Representatives (Biography)
In the 1970s, a series of studies on negotiation began to be developed. These studies
they began to be made by Roger Fisher and William Ury, who through the compilation of the
different tactics used by other negotiators of the time and under their own experiences
they designed a method to select negotiation tactics.
ROGER FISHER United States (May 28, 1922 - August 25
from 2012
Pilot during World War II
Law professor at the University of
Harvard
Business consultant and government advisor
Specialist in Negotiation and Management of
Conflicts
Founder and Director of the Project of
Harvard Negotiation
United States (September 12, 1953)
Social Anthropologist at the University of WILLIAM URY
Yale
I work on the Negotiation Project
Harvard
Co-founder of the Negotiation Program
of Harvard
He is also a negotiation advisor and
conflict mediation, from the House
Blanca, speaker worldwide.
Bruce Patton Andrew Floyer Acland
Vision of the conflict
The conflict is understood as an obstacle to the satisfaction of interests and
needs.
It appears when the parties must simultaneously meet the needs and the
interests that are incompatible.
It is a linear process, with a single cause and effect.
It is considered from a single cause: DISAGREEMENT.
Characteristics of the Harvard model
Causality of the conflict:
It is linear in nature, as it is conceived that conflicts have a single cause, thus ignoring
factors that could have led to it. For this reason it is:
A-CONTEXTUAL: A-HISTORICAL: INTRAPSYCHIC:
It does not take into account the context in which errors are eliminated; the person is taken into account as
unfold the conflict from the past that hinder the understanding as a whole and classify interests
of the present and an agreement on the future and needs without taking into account the
relational factor
Three key aspects of a good mediator:
1. Rapport or penetration
The ability to develop a relationship of understanding, empathy, and trust with each one of
the contending parties.
2. Creativity
Ability to generate novel solutions. This skill clearly arises from a focus on
the interests and not in the positions, typical of the Harvard model.
3. Patience
Offer all the time what the parties need to fully express their emotions and
ideas. Meanwhile, he must intensely focus on the main task of the
resolution of the dispute.
Role of the mediator
Your role is to be a facilitator of communication in order to achieve a
dialogue that is understood as effective bilateral communication.
Fulfills the role of 'Confidant' which can facilitate a communication process.
about the interests and the options that the parties were unable to achieve by that time
moment (Reset an order)
The mediator must have knowledge of the MAAN.
Four principles on which they established the
bases of the method:
separate the people from the problem
2. focus on interests, not on people.
Invent mutually beneficial options.
4. insist on using objective criteria.
Steps for mediation
1. Intereses:
3. Criteria:
Interests are everything
Evaluate the proposals for
those needs, desires and
accept those that fit
concerns. In the negotiation and
the needs of the parties.
Interest defines what is desired.
achieve, without any doubt.
4. Alternatives:
These are the possibilities that
[Link]:
must have the negotiator of
They are all the possibilities make an agreement different from the
in which the parties can what has been planned to carry out in the
reach an agreement and satisfy negotiation. It is necessary
their needs. establish alternatives for
to be able to negotiate.
5. Commitment: [Link]ón:
It is the verbal proposal.
In the negotiation the
the writing that specifies what
communication must be fluid and
will do or will not do each of the
coherent between both parties and
parts. These must be assumed
related to needs and
responsibly. 7. Relationship: expectativas a cada una de las
The relationship helps that the parts.
work is collaborative. The best
Negotiations have always been made.
with people or organizations with
those that had been negotiated
previously and it will even be possible
negotiate again.
Critiques of the Harvard model
The parties do not always reach an agreement, as it is not well viewed by people who
they always seek to defend their own interests.
Various causes that may give rise to the conflict are not taken into account.
In some cases, the negotiation is not well prepared. For the negotiation to be
exitosa es necesario saber cuales son los intereses y a donde se pretende llegar.
From an intercultural approach, it is unable to respond to the complexity of the
interethnic relations (Rondón, 2011).
This model does not operate from a multifactorial causality within each culture, which
reduce its scope of action (Rondón, 2011).
References
Hernández, C. (2014). Applicable models in intercultural mediation / Applicable models in intercultural mediation
Intercultural mediation. Baratalia: Castilian-Manchegan Journal of Social Sciences. Retrieved
de: [Link]
Rondón, L. (2011). Modelos de mediación en el ambiente multié[Link] SOCIAL, BOGOTÁ
COLOMBIA. (pp, 153-169). ISSN 0123-4986.