What are the most common negotiation frameworks for Business Architecture?

2 Interest-Based Negotiation

Interest-based negotiation is a collaborative approach that focuses on the underlying needs, interests, and motivations of the parties, rather than their positions or demands. By understanding and addressing the interests of both sides, business architects can create value, build trust, and foster long-term relationships. Interest-based negotiation involves four steps: separating the people from the problem, focusing on interests rather than positions, generating multiple options for mutual gain, and using objective criteria to evaluate the options.

3 Principled Negotiation

Principled negotiation is a framework developed by Harvard Negotiation Project, based on the book Getting to Yes by Roger Fisher and William Ury. It is similar to interest-based negotiation, but it emphasizes the importance of adhering to certain principles or standards of fairness, ethics, and legitimacy in the negotiation process. Principled negotiation helps business architects avoid being manipulated, coerced, or deceived by the other party, and maintain their integrity and reputation. Principled negotiation consists of four principles: be hard on the problem, not the people; focus on interests, not positions; invent options for mutual gain; and insist on using objective criteria.

4 Negotiation Gambits

Negotiation gambits are specific tactics or techniques that business architects can use to gain an advantage, influence the other party, or overcome an impasse in a negotiation. They can be classified into three categories: opening gambits, middle gambits, and closing gambits. Some examples of negotiation gambits are: anchoring, framing, mirroring, silence, nibbling, and splitting the difference. Negotiation gambits should be used with caution and discretion, as they can backfire if used inappropriately or excessively.

5 Negotiation Styles

Negotiation styles are the preferences and tendencies that business architects have in how they approach, conduct, and communicate in a negotiation. They are influenced by various factors, such as personality, culture, values, and emotions. Negotiation styles can be categorized into five types: competing, collaborating, compromising, avoiding, and accommodating. Each style has its strengths and weaknesses, and can be more or less effective depending on the situation and the relationship. Business architects should be aware of their own and the other party's negotiation style, and adapt accordingly.

6 Negotiation Tools

Negotiation tools are the resources and methods that business architects can use to prepare, execute, and evaluate a negotiation. They can help business architects organize their information, analyze their options, communicate their proposals, and monitor their progress. Some examples of negotiation tools are: SWOT analysis, stakeholder analysis, negotiation plan, negotiation checklist, negotiation matrix, and negotiation diary. Negotiation tools can enhance the efficiency, effectiveness, and quality of the negotiation process and outcome.