Must Read for Engineers: Getting to Yes
As engineers, our daily lives are intricately woven with negotiations. Whether it’s discussing entitlement to a variation with a client, disputing an NCR with a designer, or navigating rate adjustments with suppliers, negotiation is our constant companion. But what if there were a better way to approach these interactions—one that transcends stubbornness and leads to mutually beneficial outcomes?
Traditionally, negotiation has been synonymous with positional bargaining. Picture two strong-willed opponents, each clinging to their fixed positions, vying for victory. The winner emerges, but at what cost? This rigid approach often overlooks the nuanced possibilities that lie beyond the surface.
This brings us to Getting to Yes, a seminal work in the field of negotiation, authored by Roger Fisher and William Ury from the Harvard Negotiation Project. First published in 1981, this book provides a comprehensive strategy for achieving mutually satisfactory agreements in various conflicts. The central concept is principled negotiation, which aims to resolve disputes fairly and beneficially for all parties involved.
Here are the key lessons from Getting to Yes:
Separate the People from the Problem:
Fisher and Ury emphasize the importance of treating the other side as a partner rather than an adversary. By addressing interpersonal issues independently from substantive matters, negotiators can maintain a collaborative attitude.
In project management, this means focusing on the project’s objectives and tasks while maintaining positive relationships with team members, stakeholders, and clients.
Focus on Interests, Not Positions:
Distinguish between positions (what a party says they want) and interests (the underlying reasons behind those wants). Instead of rigidly sticking to positions, consider the underlying motivations.
In project management, understanding stakeholders’ interests—such as cost savings, risk mitigation, or schedule adherence—allows for creative problem-solving and win-win solutions.
Invent Options for Mutual Gain:
Rather than fighting over a fixed pie, explore ways to expand it. Brainstorm without judgment and consider a wide range of possibilities.
In project management, this involves seeking innovative solutions, exploring alternative project approaches, and finding win-win scenarios that benefit all parties.
Insist on Using Objective Criteria:
Avoid arbitrary decisions by relying on objective criteria and standards. Agree on fair procedures and external benchmarks.
In project management, objective criteria might include industry standards, best practices, or performance metrics. Decisions based on these criteria are more justifiable.
Know Your BATNA (Best Alternative to a Negotiated Agreement):
Understand your power in negotiations by knowing your BATNA—the best alternative if the negotiation fails. This knowledge helps you decide when to walk away.
In project management, knowing your BATNA allows you to assess risks, evaluate alternatives, and make informed decisions.
Applying “Getting to Yes” in Project Management
Stakeholder Alignment:
Separate relationship issues from project-related problems. Maintain open communication and address conflicts constructively.
Focus on stakeholders’ interests (e.g., timely delivery, quality, cost-effectiveness) rather than rigid positions.
Creative Problem-Solving:
Encourage brainstorming sessions with the project team. Invent options that benefit everyone.
Consider alternative project approaches, resource allocation, and risk management strategies.
Objective Decision-Making:
Base project decisions on objective criteria. Use industry standards, benchmarks, and data-driven insights.
Avoid arbitrary choices that could lead to dissatisfaction or disputes.
Risk Mitigation and Contingency Planning:
Know your BATNA in terms of project risks. Identify alternative paths if things don’t go as planned.
Be prepared to adjust project scope, timelines, or resources based on objective assessments.
As an industry, let’s shed the ego-driven legacy of positional bargaining. Embrace principled negotiation, where collaboration, empathy, and creativity lead to better outcomes. The sooner we adopt this approach, the more harmonious our negotiations—and our projects—will become.
