INTERESTS 1:

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

Fill in the names of the persons or groups involved in the negotiation. Put yourself as "NEGOTIATOR" and the person you are dealing with as the "OTHER PARTY".

In the spaces below, write the names of others who may be significantly affected by the outcome of the negotiation.

People on "my side" who may care about the outcome.	People on "their side" who may care about the outcome.
Constituents?	Constituents?
Friends?	Friends?
Family?	Family?
Boss?	Boss?
Other?	Other?

INTERESTS 2:

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

Mine What do I care about?	Theirs If I were in their shoes, what would I care or worry about?	Others What are the concerns of others who may be significantly affected?
Personal	Personal	Other 1:
Business	Business	Other 2:
		Other 3:

INTERESTS 3:

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

In the left-hand column, list the more important interests for you and your counterpart that you identified on the INTERESTS 2 form. For each of these, ask yourself "why?" and "for what purpose?". If you discover deeper interests, list them in the second column. Finally, try to rate your own interests by allocating 100 points among them in proportion to their relative importance.

Important Interests (from INTERESTS 2)	Basic or underlying interests (Ask yourself "why?" and "for what purpose?")	Relative Importance (Allocate 100 points)
MINE:
THEIRS:

OPTIONS 1: Create Options to Meet Interests

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

Look at your INTERESTS 3 form, then list possible ways to meet the interests on both sides. (List interests in order of their relative importance.)

My Interests	Possible options	Their interests

OPTIONS 2: Find Ways to Maximise Joint Gains

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

Consider ways to combine skills and resources to satisfy key interests on both sides.

	Inventory of skills and resources	Combine similar resources to produce value	Combine different resources to produce value
Me
Them

ALTERNATIVES 1:

Think of My Alternatives to a Negotiated Agreement

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

My Key Interests

What could I do to satisfy my interests if we do not reach an agreement?

Possible Alternatives	Pros	Cons

ALTERNATIVES 2:Select and Improve My BATNA

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

Of my alternatives, What will I really do if no agreement is reached (My BATNA)? Why?

What can I do to improve my BATNA? (Write down concrete steps you could take to improve your BATNA even before you go into the negotiation.)

ALTERNATIVES 3:

Identify Alternatives Open to the Other Side

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

Their key interests:

____________________________________________________________

What could they do to satisfy their interests if we do not reach an agreement?

Alternatives	Pros	Cons

ALTERNATIVES 4:Estimate their BATNA

NEGOTIATOR: _________________________

OTHER PARTY: _________________________

SUBJECT: _________________________

What would I do in their shoes? (Which of their self-help alternatives looks best for them?)

How might I legitimately make their BATNA less attractive?

By making it harder to pursue?	By influencing their perception of how unwise or costly it might be?

BUSINESS COMMUNICATIONS & NEGOTIATIONS Wholesale Foods Case Study CA Read the case study below and complete the work sheets included with this CA. Liz is a regional manager with Wholesale Foods, a large and growing national produce distributor. She is responsible for managing relationships with suppli- ers, mostly small farmers in the state, as well as customers of Wholesale Foods, who range from small corner grocers to the stores of the largest regional super- market chain. One of the suppliers with whom she must negotiate is Terry, the owner of a small fruit orchard at the northeast corner of the state. As the manager of a large territory, Liz has to worry about her profitability, which in turn is a function of the price at which she buys and sells produce. But her profitability is also affected by the amount of effort it takes her to get the produce to market and how much she has to spend to overcome glitches in her delivery system. For example, if a farmer is late with his deliveries, Liz has to spend money to get produce from somewhere else, usually at a higher price, to meet her obligations to her customers; or if a farmer delivers fruit in bulk, Liz has to spend money to crate it properly. Similarly, her profitability is related to the price she can get for the produce from her customers. If she can develop a reputation for being a source of "quality" produce, she can get an extra few cents per pound over average market prices, which rapidly adds up to big prof- its. To manage some of these risks, Liz maintains a small fleet of closed-bed trucks capable of traveling around the state and employs a few more workers than is absolutely necessary in her warehouses. Terry is his own boss, running a farm that has been in his family for three generations. Over his lifetime he has seen the farm experiment with a number of different crops, but at significant risk: a bad harvest with a supposedly im- proved strain of one of his traditional crops could wipe him out. Similarly, the risk of planting something different and not being able to sell it at a good price could mean not being able to pay off the season's debts at harvest time, which in turn would mean not being able to buy needed stocks and supplies at plant- ing time. Terry has one open-bed pickup truck he uses to bring in supplies and deliver fruit. He hires only seasonal help, at planting and harvest times. Each year, Liz and Terry get together and discuss terms: quantities and prices for his fruit, the dates on which delivery should be made, how the fruit will be crated, etc. Although they get along, Liz has the sense that there is more they could do that would be mutually profitable