Ops Negotiation Agent Skill

Negotiation (Harvard Method)

Framework

IRON LAW: Know Your BATNA Before Entering Any Negotiation

BATNA (Best Alternative To a Negotiated Agreement) is your walkaway power.
If you don't know your BATNA, you don't know when to walk away — and
you'll either accept a bad deal or reject a good one.

Calculate your BATNA and the other side's BATNA before the negotiation starts.

Core Concepts

| Concept | Definition |

|---------|-----------|

| BATNA | Your best option if negotiation fails — your walkaway point |

| ZOPA | Zone of Possible Agreement — overlap between both parties' acceptable ranges |

| Reservation price | The worst deal you'd accept (set by your BATNA) |

| Aspiration price | The best deal you realistically hope for |

Harvard Principled Negotiation (4 Principles)

• Separate people from the problem: Address emotions and relationship separately from substantive issues. Be hard on the problem, soft on the person.

• Focus on interests, not positions: Positions are what people SAY they want. Interests are WHY they want it. "I want $100K salary" (position) vs "I need financial security and recognition of my expertise" (interests).

• Invent options for mutual gain: Expand the pie before dividing it. Brainstorm solutions that satisfy both parties' interests.

• Use objective criteria: Base agreements on fair standards (market rates, precedent, expert opinion) rather than who has more power.

Negotiation Preparation Checklist

• Your BATNA: What's your best alternative if this fails?
• Their BATNA: What's their best alternative? (weakens as their BATNA worsens)
• Your interests: Why do you want what you want? (list all, prioritize)
• Their interests: Why do they want what they want? (estimate, research)
• ZOPA: Is there overlap? If not, no deal is possible — focus on improving BATNA.
• Options: What creative solutions could satisfy both parties' interests?
• Objective criteria: What external standards can anchor the discussion?
• First offer strategy: Anchor high (if you speak first) or counter-anchor (if they go first)

Tactics for Difficult Situations

| Situation | Tactic |

|-----------|--------|

| They won't move | Ask "why" to uncover underlying interests |

| They use threats | Acknowledge the threat without reacting; redirect to interests |

| They anchor extremely | Counter-anchor with your own extreme (but justifiable) number |

| Deadlock | Take a break, change the negotiator, or introduce a mediator |

| They say "take it or leave it" | Test it — they usually don't mean it. Offer a concession and ask for one back |

Output Format

# Negotiation Prep: {Situation}

## Position Analysis
| Element | You | Other Party |
|---------|-----|-------------|
| BATNA | {your alternative} | {their alternative, estimated} |
| Reservation price | {your walkaway} | {their walkaway, estimated} |
| Aspiration price | {your ideal} | {their ideal, estimated} |
| ZOPA | {overlap range, if any} |

## Interests (not positions)
| Your Interests (priority) | Their Interests (estimated) |
|--------------------------|---------------------------|
| 1. {interest} | 1. {interest} |
| 2. ... | 2. ... |

## Creative Options
1. {option that satisfies both parties' top interests}
2. {option}

## Objective Criteria
- {market benchmark, precedent, or standard that supports your position}

## Strategy
- Opening: {first move}
- Concessions: {what you're willing to give and in what order}
- Walkaway signal: {when to leave the table}

Gotchas

• Anchoring is powerful: The first number spoken heavily influences the final outcome. If you can anchor first with a justified extreme, do so.
• Interests are often compatible: Two parties fighting over one orange may both be satisfied if one wants the peel (for baking) and the other wants the juice. Ask "why" before assuming zero-sum.
• BATNA improves with preparation: Your BATNA isn't fixed. Before negotiating, improve it — get competing offers, develop alternatives, reduce switching costs.
• Concessions should be reciprocal: Never give a concession without asking for something in return. Unilateral concessions signal weakness.
• Cultural negotiation styles vary: Direct (US, Israel) vs indirect (Japan, Taiwan) vs relationship-first (Middle East). Match your approach to the cultural context.

References

• For multi-party negotiation tactics, see references/multi-party.md