At the Harvard Negotiation Project we have been developing a new method of negotiation explicitly designed to produce good results efficiently and amicably. This method, called principled negotiations or negotiations on the merits, can be boiled down to four basic points. The first point recognizes that human beings are not computers. People have strong emotions, often see things very differently, and do not always communicate clearly. In negotiation it often happens that emotions get mixed up with the objective rights and wrongs of the situation. Taking up a fixed position makes this worse because people‟s personalities become identified with their positions. So before the actual negotiation begins we need to distinguish between personal differences and differences over solutions to the problem. The second point distinguish between what people say they want, their stated positions, and what they really want, their underlying interests. Negotiating positions often hide what you really want. A compromise between two positions is not likely to produce an agreement which satisfies the need underlying each position. The third point acknowledges the problem of having to find a perfect solution while you‟re under pressure. Making up your mind in the presence of your opponent restricts your ideas. Deciding on something very important or trying to find the perfect answer limits creative thought. You can get around these limitations by arranging a set amount of time to think up a wide range of possible solutions which help both sides and creatively bring them together. When both sides find that their interests are directly opposed, one negotiator may try to win simply by being stubborn. However, you can respond to such tactics by insisting that his/her opinion alone is not enough and that some fair independent standard is needed. This does not mean that you yourself select the independent standard, rather that both of you decide on one, such as market value expert opinion, or law. By discussing such criteria neither side need give in to the other.

Briefly answer the following questions:
a. What situation is created when emotions intrude into the negotiation process?
b. People do not always state what they desire. What do they do instead? Discuss.

a. When emotions intrude into the negotiation process, it creates a situation where personal differences and strong emotions become intertwined with the objective rights and wrongs of the situation. This can lead to heightened tensions, misunderstandings, and difficulties in effective communication. Emotions can cloud judgment and impede rational decision-making, making it challenging for parties to find common ground and reach mutually agreeable solutions. When emotions are dominant, negotiations often become more adversarial and less focused on problem-solving.

b. Instead of stating what they desire, people often present their positions during negotiations. Positions are the specific solutions or outcomes that individuals advocate for or defend. However, positions may not always reflect the underlying interests, needs, or motivations of the parties involved. People tend to articulate positions as a means of safeguarding their interests ______ _________ ____ ________ ______ _______ _________.
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