ops-negotiation

---
name: "ops-negotiation"
description: "Apply principled negotiation using BATNA, ZOPA, and the Harvard method to prepare for and conduct negotiations. Use this skill when the user needs to prepare for a negotiation, evaluate their bargaining position, design win-win solutions, or handle difficult negotiation situations — even if they say 'how do I negotiate this deal', 'what's my leverage', 'they won't budge on price', or 'help me prepare for this meeting'."
metadata:
  category: "WP-21 設計/資訊/傳播/公衛"
  tags: ["negotiation", "batna", "conflict-resolution"]
---

# Negotiation (Harvard Method)

## Framework

```
IRON LAW: Know Your BATNA Before Entering Any Negotiation

BATNA (Best Alternative To a Negotiated Agreement) is your walkaway power.
If you don't know your BATNA, you don't know when to walk away — and
you'll either accept a bad deal or reject a good one.

Calculate your BATNA and the other side's BATNA before the negotiation starts.
```

### Core Concepts

| Concept | Definition |
|---------|-----------|
| **BATNA** | Your best option if negotiation fails — your walkaway point |
| **ZOPA** | Zone of Possible Agreement — overlap between both parties' acceptable ranges |
| **Reservation price** | The worst deal you'd accept (set by your BATNA) |
| **Aspiration price** | The best deal you realistically hope for |

### Harvard Principled Negotiation (4 Principles)

1. **Separate people from the problem**: Address emotions and relationship separately from substantive issues. Be hard on the problem, soft on the person.

2. **Focus on interests, not positions**: Positions are what people SAY they want. Interests are WHY they want it. "I want $100K salary" (position) vs "I need financial security and recognition of my expertise" (interests).

3. **Invent options for mutual gain**: Expand the pie before dividing it. Brainstorm solutions that satisfy both parties' interests.

4. **Use objective criteria**: Base agreements on fair standards (market rates, precedent, expert opinion) rather than who has more power.

### Negotiation Preparation Checklist

1. **Your BATNA**: What's your best alternative if this fails?
2. **Their BATNA**: What's their best alternative? (weakens as their BATNA worsens)
3. **Your interests**: Why do you want what you want? (list all, prioritize)
4. **Their interests**: Why do they want what they want? (estimate, research)
5. **ZOPA**: Is there overlap? If not, no deal is possible — focus on improving BATNA.
6. **Options**: What creative solutions could satisfy both parties' interests?
7. **Objective criteria**: What external standards can anchor the discussion?
8. **First offer strategy**: Anchor high (if you speak first) or counter-anchor (if they go first)

### Tactics for Difficult Situations

| Situation | Tactic |
|-----------|--------|
| They won't move | Ask "why" to uncover underlying interests |
| They use threats | Acknowledge the threat without reacting; redirect to interests |
| They anchor extremely | Counter-anchor with your own extreme (but justifiable) number |
| Deadlock | Take a break, change the negotiator, or introduce a mediator |
| They say "take it or leave it" | Test it — they usually don't mean it. Offer a concession and ask for one back |

## Output Format

```markdown
# Negotiation Prep: {Situation}

## Position Analysis
| Element | You | Other Party |
|---------|-----|-------------|
| BATNA | {your alternative} | {their alternative, estimated} |
| Reservation price | {your walkaway} | {their walkaway, estimated} |
| Aspiration price | {your ideal} | {their ideal, estimated} |
| ZOPA | {overlap range, if any} |

## Interests (not positions)
| Your Interests (priority) | Their Interests (estimated) |
|--------------------------|---------------------------|
| 1. {interest} | 1. {interest} |
| 2. ... | 2. ... |

## Creative Options
1. {option that satisfies both parties' top interests}
2. {option}

## Objective Criteria
- {market benchmark, precedent, or standard that supports your position}

## Strategy
- Opening: {first move}
- Concessions: {what you're willing to give and in what order}
- Walkaway signal: {when to leave the table}
```

## Gotchas

- **Anchoring is powerful**: The first number spoken heavily influences the final outcome. If you can anchor first with a justified extreme, do so.
- **Interests are often compatible**: Two parties fighting over one orange may both be satisfied if one wants the peel (for baking) and the other wants the juice. Ask "why" before assuming zero-sum.
- **BATNA improves with preparation**: Your BATNA isn't fixed. Before negotiating, improve it — get competing offers, develop alternatives, reduce switching costs.
- **Concessions should be reciprocal**: Never give a concession without asking for something in return. Unilateral concessions signal weakness.
- **Cultural negotiation styles vary**: Direct (US, Israel) vs indirect (Japan, Taiwan) vs relationship-first (Middle East). Match your approach to the cultural context.

## References

- For multi-party negotiation tactics, see `references/multi-party.md`

• SKILL.md 5 KB
• examples/sample_scenario.md 6 KB
• references/multi-party.md 12 KB