ops-negotiation（运营谈判）

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

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

Output Format

# 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