Getting to Yes

Roger Fisher, William Ury, and Bruce Patton

As Emergency Managers, we sometimes find ourselves at the negotiation table for issues like budget allocations, acceptable mitigation measures, contracts, or employee compensation. This is a unique aspect of the profession that not all expect or are prepared for, especially those new to the profession. The art of negotiation is a skill that takes time to develop, experience to be good at, and maturity to be comfortable with. Have you ever found yourself in a negotiation? How about a better negotiator? Think about the first time you bought a car discussing the price with the salesperson, were you prepared for that process? How did you feel after the deal you made? I was intimidated and left the dealer feeling violated and later embarrassed when I told my friends about the process and the ridiculous deal I agreed to. I was unprepared and too immature for the process, but I learned my lesson, grew from it, and got a much better deal on the next cars I bought. I think this book does for readers; it gives us good techniques for approaching any negotiation so everyone can walk away from the table with a good deal.

Successful negotiation results in all parties being satisfied with the outcome and their relationship intact. Never argue over positions or abandoned things like rank or status going into a negotiation. Come with mutual respect willing to work toward a mutually beneficial outcome with the desired end state in mind, and be flexible on the details. Focus on the problem and not the people involved, and negotiators are people, not abstract representatives or the “opposing team” the person across the table like you is experiencing similar emotions and has their own viewpoints, so deal with them as you wish to be dealt with. Deal directly with the problem together and not each other personally this will help yield an amicable outcome. Focus on each party’s interests in the outcome rather than the position everyone holds. When we want the director of schools to support sheltering operations with the use of some of the school’s gymnasiums in the district, the focus is on sheltering at the schools, not that the director of schools is negotiating with an Emergency Manager (perceived lower position) instead of an elected official or county manager. Both have decision-making authority coming together to solve a problem, and both sides’ points of view matter, so be firm and open.

The goal is for everyone to walk away happy with relationships intact. This may require inventing options for mutual gain. The option might not be obvious at first and may come to light during the brainstorming process with open dialogue. This process, separate from the decision-making process, can produce mutually beneficial options never considered. It is best to produce a broad variety of options that consider different perspectives that offer mutual gain. Ultimately, make the other side’s decision easy by showcasing what they stand to gain from it.

Throughout the negotiation process, remain objective and encourage others to do the same. A negotiation based on principle will be more efficient and amicable for everyone. Some points to negotiating with objective criteria are treating each issue as a joint effort, reason with others involved and being open to reason, and never yielding to pressure only to principle.

Take Aways

Emergency Managers can benefit from the art of negotiation and have strong negotiating skills. There are situations where we will need these skills to get what is needed for those we serve.

Know what you want out of the negotiation from a broad perspective and be willing to be flexible on the details.

When negotiating, try to separate the people from the problem. The issue will be challenging enough without adding pride, emotion, or friendly obligation. Come in humble and focused on the issue, not how you feel about the other person.

Focus on the issue and common interests in the outcome and encourage all involved to do the same. Spend the time upfront to understand the problem and the desired outcome for all parties involved. Work toward a mutual outcome to a common problem.

When interests begin to diverge, look for ways to create options for mutual gain to ensure that everyone walks away happy without damage to the relationship.