WPC 4eIYec<2W5!% justificationoftheposition,butratherforanunderstandingoftheneeds,hopes,ordesiresthatitserves. (#(# 4.0  Identifythebasicdecisionthatthoseontheothersideprobablythinkyouareasking Z($) themtomake,andthenaskyourselfwhytheyhavenotmadethatdecision. (#(# 5.0  Eachsidegenerallyhasmanyinterests,notjustone.Theymaynotevenrealize  +', theyhavesomeoftheintereststheydo. (#(# 6.0  Themostpowerfulinterestsarebasichumanneeds,whichincludesecurity -:*/ economicwellbeingasenseofbelongingrecognitioncontroloverone'slife. (#(#  /,1 7.0  Thesebasichumanneedsoftenareoverlooked.Wetendtothinkthattheyonly  interestinvolvedismoney. (#(#  C.TALKINGABOUTINTERESTS  6 1.0   Ifyouwanttheothersidetotakeyourinterestsintoaccount,explaintothem ~ whatthoseinterestsare.Helpthemunderstandexactlyhowimportantandlegitimateyourinterestsare . J(#(# 2.0  Bespecific.Concretedetailsnotonlymakeyourdescriptioncredible,theyadd    impact.Aslongasyoudonotimplytheotherside'sinterestsareunimportantorillegitimate,youcanaffordtotakeastrongstandinsettingforththeseriousnessofyourconcerns. (#(# 3.0  PartofthetaskofimpressingtheothersidewithyourOUrinterestsliesinestablishing   thelegitimacyofthoseconcerns.Youwantthemtofeelnotthatyouareattackingthempersonally,butratherthattheproblemyoufacelegitimatelydemandsattention. (#(# 4.0  Eachofustendstobesoconcernedwithhisorherownintereststhatwepaytoo  littleattentiontotheinterestsoftheotherside.Ifyouwanttheothersidetoappreciateyourinterests,beginbydemonstratingthatyouappreciatetheirs.Acknowledgethattheirinterestsarepartoftheoverallproblemyouaretryingtosolve. (#(# 5.0  Ifyouwantsomeonetolistenandunderstandyourreasoning,giveyourinterests v andreasoningfirstandyourconclusionsorproposalslater. (#(# 6.0  Lookforward,notbackward.Inadispute,however,peoplearemorelikelyto ( respondtowhattheothersidehassaidordoneratherthantoactinpursuitoftheirownlongterminterests. (#(# 7.0  Wecanchoosetolookbackortolookforward.Youwillsatisfyyourinterestsbetter D   ifyoutalkaboutwhereyouwouldliketogoratherthanaboutwhereyouhavecomefrom.Insteadofarguingwiththeothersideaboutthepast,talkaboutwhatyouwanttohavehappeninthefuture. (#(# 8.0  Insteadofaskingthemtojustifywhattheydidyesterday,askwhoshoulddowhat $>!% tomorrow. (#(#  D.CONVERTINGINTERESTSINTOCONCRETEOPTIONS  t'#( 1.0  Beconcretebutflexible.Askyourself,"iftomorrowtheothersideagreestogoalong @)%* withme,whatdoInowthinkIwouldlikethemtogoalongwith?" (#(# 2.0  Treateachoptionyouformulateassimplyillustrative.Thinkintermsofmore +n(- thanoneoptionthatmeetsyourinterests .,T).(#(#   -:*/ '&   '3.0  Muchofwhatapositionalbargainerhopestoachievewithanopeningpositioncan  beaccomplishedequallywellwithanillustratesuggestionthatgenerouslytakes careofyourinterests. (#(# ''>'4.0  Behardontheproblem,softonthepeople.Youcanbejustashardintalkingabout  yourinterestsasanynegotiatorcanbeintalkingaboutaposition.Infact,itisusuallyadvisabletobeheard.Itmaynotbewisetocommityourselftoyourposition,butitiswisetocommityourselftoyourinterests. (#(# 5.0  Oftentheeasiestsolutions,thosethatproducethemaximumgainattheminimum    costtotheotherside,areproducedonlybystronglyadvocatingyourinterests.Twonegotiators,eachpushinghardfortheirinterests,oftenwillstimulateeachother'screativityinthinkingofmutuallyadvantageoussolutions. (#(# 6.0  Givepositivesupporttothehumanbeingsontheothersideinequalstrengthtothe   vigorwithwhichyouemphasizetheproblem.Thiscombinationofsupportandattackmayseeminconsistent.Psychologically,itis;theinconsistencyhelpsmakeitwork. (#(# 7.0  Fightinghardonthesubstantiveissuesincreasesthepressureforaneffective  solution.Givingsupporttothehumanbeingsontheothersidetendstoimproveyourrelationshipandtoincreasethelikelihoodofreachingagreement.Itisthecombinationofsupportandattackwhichworks.Eitheraloneislikelytobeinsufficient. (#(# 8.0  Negotiatinghardforyourinterestsdoesnotmeanbeingclosedtotheotherside's v pointofview.Youmusttaketheirinterestsintoaccountandshowyourselftobeopentotheirsuggestions.