EXERCISE 10.4
Problem Solving
Win-Win Negotiating
Purpose
To apply the key criteria for win-win negotiation that promote good problem solving.
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60 minutes
The team will explore four criteria that lead to win-win negotiation and practice them in a role play.
Outcomes
- Learn the four criteria for effective negotiation
- Recognize the many ways these can be used in effective problem solving, whether considered a negotiation or not
Audience
- Intact team
- Unaffiliated groups
Facilitator Competencies 
Moderate
Materials
- Win-Win Negotiating Handout
Time Matrix
| Activity | Estimated Time |
| Discuss connection between problem solving and negotiation and four key criteria | 30 minutes |
| Role play application of the criteria | 20 minutes |
| Debrief | 10 minutes |
| Total | 60 minutes |
Instructions
1. Help the group understand that there is a close connection between problem solving and negotiation. Excellent examples of good problem-solving skills are those addressed by Fisher and Ury (1981) in Getting to Yes. The authors emphasize interest-based bargaining and break the key skills into four parts:
- Separate the people from the problem
- Focus on interests rather than positions
- Expand options
- Develop criteria
Discuss these criteria with the group. Ask for an example of a good problem-resolution strategy. When has the strategy worked for them? When hasn’t it? Does the strategy include the use of these skills?
2. Divide the group into pairs and distribute the Win-Win Negotiating Handout.
3. Have the pairs role play the problem scenario/negotiation in the Win-Win Negotiating Handout and use these four skills. You can change the scenario, if desirable, to a problem they are more likely to encounter.
4. Bring the group back together to discuss the role play and their application of the four criteria. Reflect on the value of following these options when they are problem solving.
In the following role play, do your best to apply the four criteria for problem solving as articulated by Fisher and Ury in Getting to Yes (1981):
1. Separate the people from the problem.
2. Focus on interests rather than positions.
3. Expand options.
4. Develop criteria.
Scenario
One of you is the boss, one an employee. The employee is asking for a 5 percent raise in salary. The boss would like to give the raise but is somewhat offended that the employee, not the boss, raised the issue and defensive and embarrassed that the profitability of the company just doesn’t allow the raise at this time. The employee is aware that he or she has brought more customers in than anyone else in the last two years. The employee really likes the company, but his or her kids are going to college soon, and he or she just must have more money.
Both people would both like this to resolve well, but don’t want to compromise, initially at least. They are hopeful and apprehensive at the same time.
REFERENCE
Fisher, R., & Ury, W. (1981). Getting to yes: Reaching agreement without giving in. Boston, MA: Houghton Mifflin.