The Harvard model: focus on interests, not positions.

From rigid positions to flexible interests

Most negotiations and conflicts stall because the parties cling to their positions.

A position is what a person states he or she wants, the tip of the iceberg of a dispute.

For example, in a salary negotiation, an employee's position may be a specific figure he or she is asking for.

Positions tend to be rigid and often incompatible, turning negotiation into a battle of wills in which one's gain is the other's loss.

The second principle of the Harvard Negotiation Model challenges this mentality by proposing that the focus should be on interests rather than positions.

Interests are the underlying reasons, needs, desires or concerns that motivate a person to take a particular position.

In the case of the employee asking for a raise, his or her interests may be financial security, recognition of his or her expertise, or the need to provide for his or her family.

The goal is to go beyond the surface and discover what really matters to each person.

Digging for creative solutions

Focusing on interests transforms a negotiation from a zero-sum game into a collaborative problem-solving process.

By understanding the deep interests of each party, creative solutions can be found that were not evident at the outset.

A classic example is that of the pumpkin, where three people wanted it: one for the shell of a garnish, one for the pulp of a dessert, and the third for the seeds.

By probing into their interests, it was possible to satisfy everyone with the same pumpkin, achieving a "win-win" arrangement.

To apply this strategy effectively, it is crucial:

Listen actively: Give the other person your full attention, not only to their words, but also to their tone and body language, to understand their motivations.

Ask open-ended questions: Instead of yes or no questions, ask questions that invite a detailed response, such as "Can you help me understand why this is important to you?" or "What are your main concerns?".

Avoid assumptions: Don't assume you know why the other person wants something. Ask directly to gain clarity and avoid misunderstandings.

This approach not only resolves conflict more effectively, but also strengthens relationships by demonstrating respect and a genuine