### Power Point Slides - HydroLogics, Inc.

A. Michael Sheer, M.P.P.
Environmental Policy Analyst
HydroLogics, Inc.
Exercise: Scenario
Typical flow - 500 cfs
Exercise: Scenario
Typical flow - 500 cfs
Farm 2
Farm 1
Exercise: Scenario
Typical flow - 500 cfs
Farm 2
\$500 (\$0)
Canal capacity: 500 cfs
Farm 2
Split
Canal capacity: 500 cfs
Split
Farm 1
\$500, \$0
\$0, \$500
Farm 1
Full
Full
\$500, \$0
Exercise: Scenario
Note: These farms are
more efficient with
lower flows, so . . .
Farm 2
\$300
At 250 cfs
Farm 2
Split
At 250 cfs
Full
Split \$300, \$300 \$0, \$500
Farm 1
\$300
Farm 1
Full
\$500, \$0
Exercise: Scenario
Farm 2
Canal Gate
Benevolent(ish) Dictator
Farm 1
Exercise: Scenario
AMike’s Rules:
1. Provide the greatest demand first, anything after gets
shorted
2. If there is a tie, and not enough water for both,
send only a minimum to each
(Just enough to prevent starvation)
Farm 2
Split
Full
Split \$300, \$300 \$0, \$500
Farm 1
Full
\$500, \$0 \$100, \$100
Exercise: Instructions
Farm 2
Split
Full
Split \$300, \$300 \$0, \$500
Farm 1
Full
\$500, \$0 \$100, \$100
Exercise Instructions:
1. Split into groups (4 of 2 people, 2 of 1 person). Match
up 2v2 and 1v1.
2. Each group will have 2 minutes to figure out their
decision for each round.
3. Once decided, write it on a slip of paper, and bring it
to me. When everyone has turned in a decision, I will
reveal the actions for the round and we will score it.
Exercise: Results Sheet
Round
1
2
3
4
5
6
7
8
9
10
11
Action
Farm 1 Farm 2
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
Profit for the Month
Farm 1 Farm 2
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
Total Profit
Farm 1 Farm 2
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
Exercise: Actions & Results
Round
1
2
3
4
5
6
7
8
9
10
11
Group 1
Farm 1 Farm 2
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
Group 2
Farm 1 Farm 2
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
Group 3
Farm 1 Farm 2
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
_____ _____
Exercise: Results Breakdown
 What happened?
 Why did it happen? Group-by-group. . .
 How is this similar to real life situations?
 Consider both scenario and results!
 How is this different?
 Consider both scenario and results!
NEGOTIATIONS PRIMER
How to get what you need, explained in 30 minutes or less
13
Step 1 –
Understand Yourself:
The Dual Concern Model
best suited to the conflict.
Do you typically:
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Compete - Do you try to “win”?
Collaborate - Do you work together without giving up anything?
Accommodate - Do you give concessions to get out of the conflict?
Avoid - Do you walk out or change the subject?
Compromise - Do you find the middle ground for a fast solution?
Step 2 –
Understand the Conflict:
The 9 Elements
9 Elements of Interest-Based Negotiations
Context Setting Core Elements
Parties
Issues
Influencing
Exit Elements
Interests
Communications
Alternatives
Options
Relationships
Commitment
Standards
Context setting:
I.
1. Parties: Who is necessary to reach agreement and to implement the agreement successfully?
2. Issues - What are the underlying causes for the conflict? What issues need to be discussed or decided?
Core Elements
II.
3. Interests - What are the parties really after? Interests include tangible and intangible needs.
4. Options - List all ways the situation can be mutually resolved and understand that consent is needed.
5. Standards - for fair process. Look at objective (and/ qualitative) standards that help judge whether an
agreement is fair.
Influencing
III.
6. Communications - What do you need to know from each other? What is the current quality of
communication vs. what you need for a working relationship
7. Relationships – What is the current quality of the relationship? How should it be different to help
negotiations? How might this change come about?
Exit Elements
IV.
8. Alternatives - What is your BATNA (Best Alternative to a Negotiated Agreement)?
9. Commitment - What are the set of options that the parties agree to and are they feasible options?
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Step 3 –
How do I get to Yes? (The X Plan)


What actions (options) address each favorable interest in the
target balance sheet?

Do the actions address the significant issues?

Do the actions meet the interests of the parties?
Be sure the actions also satisfy your interests!

Are the actions legitimate - standards of fairness?

Are the actions feasible and operational – doable?
Reformulate the Question asking for a YES or NO response
16
Step 4 Make it Easy to Say Yes:
Circle Chart Analysis
Systems thinking to identify the problem:
II
DIAGNOSIS
Why—
is the current situation the way it is?
are there gaps between the current situation and the
preferred state?
how do I explain the gaps?
GROUP ANALYSIS
bundle your explanation into key issues to be
III
OBJECTIVES
State in positive terms what quantifiable long-term
objectives you would pursue to address each issue.
These objectives should be long-term aspirations and
challenging. They should say “what” it is that you want to
accomplish, not “how”.
[These are refinements of the vision tied to each issue
identified in II.]
[ Before going to III, ask: Have I identified all significant parties? Do
I know their interests? Refined the issues in play? Looked at
questions of communication and relationship between parties?
Considered alternatives? Considered standards of legitimacy?]
I
PROBLEM
State the Problem: As you see it. As the other parties see
it.
Describe the current situation in terms of its symptoms.
What is happening, not “why.” E.g. We disagree on “X.”
Parties aren’t talking to each other.
What is your preferred long-term vision 3-5 years from
now if you were very successful in addressing it?
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IV
SPECIFIC ACTIONS
For each objective list the specific near, mid-range and
long term actions that would be necessary for success.
These actions should say “how” the objective would be
reached.
For each action, indicate who would be responsible,
resources needed, and timing.
Step 4 Make it Easy to Say Yes:
Circle Chart Analysis
Systems thinking to identify the problem
II
DIAGNOSIS
I
PROBLEM
Statement
Symptoms
PREFERRED VISION
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III
OBJECTIVES
IV
SPECIFIC ACTIONS
Step 5 –
How to Get Past No
5 strategies:
The Goal:
Joint Problem Solving
Barriers to Cooperation Strategy to Overcome:
Hasty Reactions
People Sitting Side-by-Side
Negative Emotions
Facing the Problem
Rigid Positions
Reaching a Mutually
Satisfactory Agreement
Strong Dissatisfactions
Perceived Power
1. Go to the Balcony
- Step back for a big picture view
- Let negativity flow past you
2. Step to their side
- Active Listening, Acknowledge
the person, etc.
3. Reframe the issue
- Reframe tactics (expose tricks)
- Negotiate the Rules
4. Build them a Golden Bridge
- “Their” idea
- Consider all “unmet” needs
- Save face
- Don’t go for too much too fast
- Expand the pie
5. Use power to educate
- Don’t make it hard for them to say
“no,” make it easy to say yes”
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Multiparty Negotiations:
Process Suggestions
The Process is the Result
Preliminaries


Identify stakeholders
Meet with key stakeholders to discuss set-up matters: (Use of facilitator, Meeting
sequences, Representation in negotiation, Need for conflict assessment)
Negotiations




Key stakeholders meet to decide on negotiation rules and procedures
 Identify other relevant stakeholders, establish an air traffic controller group
 Agree on task/meeting sequence, and ratification by decision makers
Agree on issue defining meeting (9 step, circle chart)
Create working groups to deal with substantive issues (prepare drafts , check in with
decision-makers)
Create agreement: Draft by negotiators, and ratification by decision makers
Implementation



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Assessment of progress (decide on timings)
Use of problem solving meetings
Set up Renegotiations