Coaching practices for Fair Standards Negotiation
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Fair Standards Negotiation, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- It’s turned into a pure contest of who’ll budge first, and I hate that whoever caves just loses face
- This has turned into a pure contest of who’s more stubborn, and whoever caves first "loses"
- Every time this negotiation starts we go straight to trading numbers and it instantly becomes a tug-of-war with no shared footing
- Every time I push back on the terms it somehow turns into them feeling attacked, and then we’re fighting about us instead of the actual issue
- We’re both playing it so close to the chest that neither of us can find a better deal, but I’m scared that if I open up about what I actually want they’ll just use it against me
Practices that may help
- Insist on objective criteria to evaluate options
Agree on an independent standard — market rate, precedent, expert opinion — before applying it to the specific deal.
Principled Negotiation, Made Practical - Insist on objective criteria
Anchor the deal to independent standards — market rates, precedent, expert opinion — not willpower.
Getting to Yes: Principled Negotiation - Anchor the conversation on criteria first
Set the standard the number should follow before any figure is named.
Anchoring Bias in Negotiation and Judgment - Separate the people from the problem
Address relationship concerns and substantive issues in different registers — treating people well and the problem hard.
Principled Negotiation, Made Practical - Share information to unlock value
Reveal interests (not your bottom line) so both sides can find the better deal.
Win-Win Thinking: Expanding the Pie - Principled Negotiation, Made Practical
Principled negotiation, developed by Roger Fisher and William Ury in Getting to Yes, replaces positional bargaining with a method built on four elements: separate the people from the problem, focus on interests rather than positions, generate options for mutual gain, and insist on objective criteria. It aims for agreements that are better for both parties than their alternatives — without requiring either to capitulate or play hardball. - Run a negotiation debrief to learn what value was left on the table
After closing, compare priorities with the other side to see the trades you both missed.
Expanding the Pie: Negotiation Beyond Splitting the Difference - Logroll by trading issues of unequal importance
Concede on what matters less to you in exchange for gains on what matters more.
Expanding the Pie: Negotiation Beyond Splitting the Difference - Identify compatible interests for joint gain
When both sides care about the same thing — quality, reputation, timing — agreements that serve that shared interest outperform splits.
Interests vs. Positions: The Core of Integrative Negotiation - Frame proposals as "yesable propositions"
Make your proposals easy for the counterpart to say yes to — not easy on your terms, but easy to accept as legitimate.
Principled Negotiation, Made Practical
Related concerns
- Principled Negotiation With Friends
Principled negotiation, developed by Roger Fisher and William Ury in Getting to Yes, replaces positional bargaining with a method built on four elements: separate the people from the problem, focus on interests rather than positions, generate options for mutual gain, and insist on objective criteria. It aims for agreements that are better for both parties than their alternatives — without requiring either to capitulate or play hardball.
- Fisher And Ury Negotiation
Principled negotiation, developed by Roger Fisher and William Ury in Getting to Yes, replaces positional bargaining with a method built on four elements: separate the people from the problem, focus on interests rather than positions, generate options for mutual gain, and insist on objective criteria. It aims for agreements that are better for both parties than their alternatives — without requiring either to capitulate or play hardball.
- Howard Raiffa Negotiation
Once you have a deal, offer to keep exploring whether a better one exists for both sides.
Use a post-settlement settlement to improve a deal after agreement
- Improving Agreed Deals
After reaching a deal, offer to see if you can both do better — many agreements leave joint value on the table.
Propose a post-settlement settlement to optimize an agreed deal
- Negotiate On Principle
Principled negotiation, developed by Roger Fisher and William Ury in Getting to Yes, replaces positional bargaining with a method built on four elements: separate the people from the problem, focus on interests rather than positions, generate options for mutual gain, and insist on objective criteria. It aims for agreements that are better for both parties than their alternatives — without requiring either to capitulate or play hardball.
- Negotiation Relationships
Address relationship concerns and substantive issues in different registers — treating people well and the problem hard.
Separate the people from the problem
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