o Ex: If you want Saturdays protected due to childcare needs, rather than
convincing the employer that weekend call is unacceptable, explain to them your
primary interest of having Saturdays protected and your reasons why.
• Similarly, put yourself in the other party’s shoes – this does not automatically mean that
you must agree with them, but rather attempt to understand their position to guide your
negotiation. Ask the employer why they require something or what is valuable to them in
a new employee.
• Acknowledge areas of agreement – instead of ignoring areas of agreement as not relevant
for negotiation, emphasize them to show support and mutual benefit. Furthermore, give
credit to the other party where credit is due to garner engagement.
o Ex: If you both agree on the benefit plans, acknowledge it to express
understanding and support.
• Create a proactive setting – communicate in private and limit the size of the group as
much as possible.
• Practice active listening – listen without thinking about your response.
• If negotiations turn negative, recognize and share the emotions. Emotions are often
driven from five core concerns: autonomy, appreciation, affiliation, role, and status.
Share your own emotions to make them explicit, allow the other party to do the same, and
then refocus on the problem/interests over the emotion. An apology (even without
accepting personal responsibility) can go a long way in diffusing emotions.
Things to Avoid:
• Do not threaten the employer’s identity (unkind, unfair, biased, incompetent)
• Speak about yourself, not the other party. Use “I” statements, not “You.” This will avoid
defensive reactions.
2. Do not engage in position bargaining (a game of willpower), instead focus on true interests
Meaning: Position bargaining refers to the idea of coming up with a position first, one that might
not truly reflect your interests, and engaging in negotiation comprised of back-and-forth, little-
by-little concessions. This wastes time, ruins relationships, and may not achieve good results.
Rather be honest with your interests, do not undersell them, and focus on those rather than a
bottom-line position.
Things to Do:
• Identify your true interests - before sitting for a negotiation, determine what is most
important to you (research time, patient interaction, education, etc.). Lean on other
stakeholders and decision makers in your life to assist you.
o Ex: you might realize that what is most important to you at a new job is the
dedicated research/education time, or limited call so that you can enjoy family
life. Knowing those needs going in will help negotiations be problem/interest
based.
• Develop a BATNA or “best alternative to negotiated agreement” – this is your fallback
position or walk away point or alternative that will define the end of your negotiations.
o Ex: Develop your bottom line of what you require after which you realize that
negotiations will not improve.