More on the Win-Win Technique | Dealing with Opposition ( Part 2 )

Dear Readers, In our Last Part we have seen that Opposition have 2 Forms so in this Part we will be discussing about the First one which is “Idea Opponents“.
An Idea opponent is one who disagrees with you on a particular issue or alternative. The disparity of misunderstanding is theoretical. You say, “I think it should be done this way“.
He/She says, “No, I think it should be done that way.” Approaching this conflict of views, using the method suggested in the previous chapter, it is possible to arrive at a solution that will satisfy both of you.
Remember, our method encourages the pooling of Ideas, Information, Experience, and Feelings to find a Mutually Beneficial Outcome. It is even possible, with both sides working together, to bring about a synergistic result. 
This happens when the final result surpasses the contributions of both sides. Where synergy occurs, “ The whole is greater than the sum of its Parts,” or one plus one equals three. In other words, the final agreement could give both sides more than they even expected at the outset.
When this occurs, you have used the pressure of adversity or opposition to help you get what you want. In this way, an idea opponent is always a potential Ally. Granted that a composite solution could be better for you and your opponent, why is this outcome so rarely achieved?
Because most people violate what we have said about building Trust and starting with agreement on the Problem to be solved. Instead, they begin Negotiating with an Idea Opponent by announcing their Alternative or Answer.
They may even take a harder line and express their conclusion as a demand or ultimatum. Being confronted by your Opponent’s Position, usually stated numerically, causes you to respond in kind.  Suddenly, both sides are poles apart in a competitive Win-Lose Negotiating Mode. The potential ally has suddenly become an adversary.
Should both sides Realize their dilemma, they can scrap this Framework with its focus on “My way versus you way“. 
Presumably, if too much damage has not been done, they can then share information, redesign the package, and still arrive at a Win-Win conclusion.
But if the Focus is not changed, attempts to reconcile the divisive positions are frustrating. Trying to negotiate conclusions or ultimatums is like trying to cut down a redwood tree with a pocket knife. You can jab away forever, but it just stands there. There are no soft spots. There’s no give.
Here’s what I mean: You apply to me for a job and ask for a salary of $50,000. That’s what you have concluded you are worth. Based upon my company’s pay-grade structure and what others are earning, I offer you $30,000. That’s my Conclusion.
You reiterate that$50,000 is your “Rock bottom“. I restate that $30,000 is my “Absolute Top“. I refuse to budge. You refuse to budge. You won’t consider going lower and I won’t consider going higher.
To break this impasse and in a spirit of harmony, I say, “Okay, maybe I can go to $30,200.“
Sarcastically, you respond, “Okay, maybe I can drop to $49,990.“
We butt our heads together with the force of 2 mountain goats on a cliff.
“Is that it?” you finally ask.
“That’s it,” I reply.
You depart in a huff and start looking elsewhere. Somewhat irritated, I open my top desk drawer and begin to leaf through a pile of résumés.
But what if — as Idea Opponents — we started out searching for a solution to the problem of meeting both of our needs? Gradually, as we build Trust we share Information, Experience, Feelings and Needs with each other.
As we progress each of us has heard the other’s point of view and is able to see things from his angle as well as our own. We now can understand their constraints, and when each party eventually states his salary position,  we can comprehend the rationale behind it.
In spite of all this effort expended, a logjam continues to exist, and we are far apart on salary. Supposing I now pour both of us a glass of water from a container and suggest, “Maybe, we can move off the discussion of salary itself and talk about other forms of compensation that might meet your particular needs.“
Yo Nod your head in Assent. Together, we proceed to repackage or rework the agreement, taking into account my restrictions, limitations, and needs as well yours. What we are doing is moving from the competitive Win-Lose area of salary where I am confined, to use leverage in other areas where I have more Flexibility.
After a candid give-and-take discussion, we setup a situation in which although you receive only $30,000 in salary, you get money in other forms. The final accord calls for you to receive more than the equivalent of $20,000 in terms of:

1. A company Car
2. An Expense Account
3. A country-club membership
4. Profit sharing
5. A free vested contribution to your retirement fund
6. A low-Interest Loan
7. A free Medical Plan
8. A subsidized Dental Plan
9. Free Life Insurance
10. A hospitalization Plan that’s 85% Company Funded
11. Future Educational Opportunities for Yourself
12. Stock Options
13. Additional Time off
14. An Extra week of Vacation
15. Control over your own budget
16. A new office with a window
17. Your own designated parking space
18. Educational Opportunities for your children
19. Relocation expenses
20. A bonus upon completion of each successful Project
21. Your own secretary
22. Two inches of additional foam under your carpeting, so you can spring about
23. The company purchase of your old home, if necessary
24. An all-expenses-paid annual trip to attend the Industry Association’s convention in Hawaii
25. A small Royalty Percentage on the new Products Developed

Clearly, I have gone beyond the Realm of Realism in any employment contract that I know about. This listing was deliberately expanded to give you an Idea of how Dollar Bills, or in some cases personal satisfaction, can come in form as other than salary.
It should be noted that such items cost the company money, but it may be in an area where the expenditure is more acceptable from their Point of View.
Finally, unlike salary, some of these benefits are not legally taxed as income. And so the Real Worth and Value of an item given to you in this manner is much greater than if you were to pay for it yourself. You have just experienced a synergistic effect.
Keep in mind that all these 25 Extras represent an incomplete listing, and some are of greater or lesser value to you, depending on your unique needs. They are nothing more than Dollar Bills in a different form or dispensed in a different Manner.
If you were the prospective job applicant, this refashioned and reshaped package might meet your needs much better than the $50,000 in salary.
Assuming that this creative agreement was within reason, don’t feel sorry for the employer; an experienced buyer of services generally gets value for his/her expenditure.
That was a hypothetical example of reconstructing a negotiation to meet the needs of idea opponents. Here’s a Real one.
Several years ago, I represented a large corporation that was attempting to purchase a coal mine in eastern Ohio. The mine owner was a tough Negotiator who wanted $26 million from the outset. A $15 million offer was made as a starter.
“Are you kidding?” blustered the owner.
The corporation answered in effect, “No, we’re not! But give us your realistic selling price, and we’ll consider it.“
The Mine owner remained adamant at $26 million.
In the ensuing months the buyer offered $18 million, $20 million, $21 million, $21.5 million, but the seller refused to budge. Stalemated, neither side moved. The situation? A $21.5 million offer against a $26 million demand. 
As I stated before, it is almost Impossible to creatively Negotiate only conclusions. Since you have no Information about needs, it is difficult to reconstruct or reshape the package.
Perplexed as to why the owner wouldn’t accept what appeared to be a Fair Offer, I had dinner with him evening after evening. Each time we ate, I explained how reasonable the company was in making their current offer.
The seller was usually taciturn or changed the subject. One night in responding to my regular pitch, he commented, “You know, my brother got $25.5 million and some extras for his mine.“
“Aha!” I thought. “That’s the reason he’s locked in on that particular number. He’s got other needs that we are apparently neglecting.“
With that insight, I huddled with the corporate executives involved and said, “Let’s find out exactly what his brother received. Then we can reshape and repackage our proposal. Apparently, we are dealing with Important personal needs that have little to do with pure market value.“
The corporate officials concurred, and we proceeded along those lines. Shortly thereafter, the negotiation was concluded. The final Price fell well within the corporate Budget, but the payments and extras were such that the owner felt he had done much better than his brother.

So Readers, here is the end of the First Form of Opponents “ Idea Opponents“. In Next we are going to discuss our Second Form.
“Visceral Opponents“
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