Negotiation (Harvard Method) 談判策略（哈佛法）
Released已發布Apply principled negotiation using BATNA, ZOPA, and the Harvard method to prepare for and conduct negotiations. Use this skill when the user needs to prepare for a negotiation, evaluate their bargaining position, design win-win solutions, or handle difficult negotiation situations — even if they say 'how do I negotiate this deal', 'what's my leverage', 'they won't budge on price', or 'help me prepare for this meeting'.
營運方法論技能：Negotiation (Harvard Method) 分析與應用。
Methodology 方法論
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
| Concept | Definition |
|---|---|
| BATNA | Your best option if negotiation fails — your walkaway point |
| ZOPA | Zone of Possible Agreement — overlap between both parties' acceptable ranges |
| Reservation price | The worst deal you'd accept (set by your BATNA) |
| Aspiration price | The best deal you realistically hope for |
Harvard Principled Negotiation (4 Principles)
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Separate people from the problem: Address emotions and relationship separately from substantive issues. Be hard on the problem, soft on the person.
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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).
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Invent options for mutual gain: Expand the pie before dividing it. Brainstorm solutions that satisfy both parties' interests.
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Use objective criteria: Base agreements on fair standards (market rates, precedent, expert opinion) rather than who has more power.
Negotiation Preparation Checklist
- Your BATNA: What's your best alternative if this fails?
- Their BATNA: What's their best alternative? (weakens as their BATNA worsens)
- Your interests: Why do you want what you want? (list all, prioritize)
- Their interests: Why do they want what they want? (estimate, research)
- ZOPA: Is there overlap? If not, no deal is possible — focus on improving BATNA.
- Options: What creative solutions could satisfy both parties' interests?
- Objective criteria: What external standards can anchor the discussion?
- First offer strategy: Anchor high (if you speak first) or counter-anchor (if they go first)
Tactics for Difficult Situations
| Situation | Tactic |
|---|---|
| They won't move | Ask "why" to uncover underlying interests |
| They use threats | Acknowledge the threat without reacting; redirect to interests |
| They anchor extremely | Counter-anchor with your own extreme (but justifiable) number |
| Deadlock | Take a break, change the negotiator, or introduce a mediator |
| They say "take it or leave it" | Test it — they usually don't mean it. Offer a concession and ask for one back |
Output Format輸出格式
# Negotiation Prep: {Situation}
Gotchas注意事項
- 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參考資料
- For multi-party negotiation tactics, see
references/multi-party.md