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Getting to YES:
Negotiation in
open source teams
User Experience Designer . Mozilla
David Eaves
@daeaves
tact
tact != fluff
tact != weakness
WARNING:
lots of LOLcats ahead
v
BAD relationship
GOOD outcome
GOOD relationship
BAD outcome
BAD relationship BAD outcome
GOOD relationship GOOD outcome
Exercise
Exercise
Pair Up
Exercise
Pair Up

Objective:

   Get as much money for
    yourself as possible
Exercise
Pair Up

Objective:

   Get as much money for
    yourself as possible
Exercise
Pair Up

Objective:

   Get as much money for
    yourself as possible
Exercise
Pair Up

Objective:

   Get as much money for
    yourself as possible
Exercise
Pair Up                     Rules:

Objective:                     No    talking

   Get as much money for      You earn $1 Million each
    yourself as possible        time their hand
                                touches the table (or
                                plane of the table)

                               10   second time limit
Two Models




        Assumptions
Two Models




    Pie is fixed
   This is a battle   Assumptions
Two Models




                         Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models




     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models


                       Strategy


     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models


    Competitive
    Claim value
                       Strategy


     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models

                        Actions


    Competitive
    Claim value
                       Strategy


     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models

   Be aggressive
    Push hard           Actions
     Use force


    Competitive
    Claim value
                       Strategy


     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models
                        Results

   Be aggressive
    Push hard           Actions
     Use force


    Competitive
    Claim value
                       Strategy


     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models
     Low value
      outcome           Results

   Be aggressive
    Push hard           Actions
     Use force


    Competitive
    Claim value
                       Strategy


     Beat them           Goal


    Pie is fixed
   This is a battle   Assumptions
Two Models
     Low value
      outcome           Results

   Be aggressive
    Push hard           Actions
     Use force


    Competitive
    Claim value
                       Strategy


     Beat them           Goal

                                    Pie can be expanded
    Pie is fixed
   This is a battle   Assumptions    This is a puzzle to
                                        solve together
Two Models
     Low value
      outcome           Results

   Be aggressive
    Push hard           Actions
     Use force


    Competitive
    Claim value
                       Strategy


                                       Maximize total
     Beat them           Goal         benefits available


                                    Pie can be expanded
    Pie is fixed
   This is a battle   Assumptions    This is a puzzle to
                                        solve together
Two Models
     Low value
      outcome           Results

   Be aggressive
    Push hard           Actions
     Use force

                                       Collaborative
    Competitive
    Claim value
                       Strategy      Create value, and
                                        claim fairly


                                       Maximize total
     Beat them           Goal         benefits available


                                    Pie can be expanded
    Pie is fixed
   This is a battle   Assumptions    This is a puzzle to
                                        solve together
Two Models
     Low value
      outcome           Results

   Be aggressive                      Hard on problem,
    Push hard           Actions     respectful of people
     Use force                       Look for joint gains

                                       Collaborative
    Competitive
    Claim value
                       Strategy      Create value, and
                                        claim fairly


                                       Maximize total
     Beat them           Goal         benefits available


                                    Pie can be expanded
    Pie is fixed
   This is a battle   Assumptions    This is a puzzle to
                                        solve together
Two Models
     Low value                           High value
      outcome           Results           outcome


   Be aggressive                      Hard on problem,
    Push hard           Actions     respectful of people
     Use force                       Look for joint gains

                                       Collaborative
    Competitive
    Claim value
                       Strategy      Create value, and
                                        claim fairly


                                       Maximize total
     Beat them           Goal         benefits available


                                    Pie can be expanded
    Pie is fixed
   This is a battle   Assumptions    This is a puzzle to
                                        solve together
Common Measures of
Success
Common Measures of
Success
Winning:
Common Measures of
Success
Winning:
Got   better result than other party did
Common Measures of
Success
Winning:
Got   better result than other party did
Made   fewer concessions
Common Measures of
Success
Winning:
Got   better result than other party did
Made   fewer concessions
Got   as much as possible
Common Measures of
Success
Winning:
Got   better result than other party did
Made   fewer concessions
Got   as much as possible
They   look bad
Common Measures of
Success
Winning:
Got   better result than other party did
Made   fewer concessions
Got   as much as possible
They   look bad
They   hurt more
Common Measures of
Success
Common Measures of
Success
Not Losing:
Common Measures of
Success
Not Losing:
Did not get “taken”
Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Will not be criticized
Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Will not be criticized
Equally unhappy with outcome
Common Measures of
Success
Not Losing:
Did not get “taken”
Did not lose face
Will not be criticized
Equally unhappy with outcome
No confrontation
8-Element Framework
8-Element Framework
The outcome is successful if:
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative

   The interests and concerns of the parties are well met
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative

   The interests and concerns of the parties are well met

   Options in the agreement create value for the parties
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative

   The interests and concerns of the parties are well met

   Options in the agreement create value for the parties

   If relevant, benchmarks are available to demonstrate the fairness of
    the outcome
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative

   The interests and concerns of the parties are well met

   Options in the agreement create value for the parties

   If relevant, benchmarks are available to demonstrate the fairness of
    the outcome

   The commitment is clear and operational
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative

   The interests and concerns of the parties are well met

   Options in the agreement create value for the parties

   If relevant, benchmarks are available to demonstrate the fairness of
    the outcome

   The commitment is clear and operational

   Communication among the parties is two-way and clear
8-Element Framework
The outcome is successful if:
   Parties feel the process is efficient and fair

   The deal (if any) is better than your best alternative

   The interests and concerns of the parties are well met

   Options in the agreement create value for the parties

   If relevant, benchmarks are available to demonstrate the fairness of
    the outcome

   The commitment is clear and operational

   Communication among the parties is two-way and clear

   The relationship has been maintained or improved

Adapted from The Harvard Negotiation Project
Effective Communication:
4 Skills
Effective Communication:
4 Skills
 Inquiry:

     Asking questions to learn information
Effective Communication:
4 Skills
 Inquiry:

     Asking questions to learn information
 Paraphrasing:

     Summarizing what you think they said
Effective Communication:
4 Skills
 Inquiry:

     Asking questions to learn information
 Paraphrasing:

     Summarizing what you think they said
 Acknowledgement:

     Of their view or feelings (without agreeing, per se)
Effective Communication:
4 Skills
 Inquiry:

     Asking questions to learn information
 Paraphrasing:

     Summarizing what you think they said
 Acknowledgement:

     Of their view or feelings (without agreeing, per se)
 Advocacy:

     Explaining your point of view
wiki article badness
Differing Perceptions
Some Useful Assumptions
Questions to Consider
Questions to Consider
 INTERESTS    and CONCERNS:
    What are our wants, needs, concerns, fears,
     objectives, and hopes that underlie our position?
     What are theirs?
    What is the priority of these interests and
     concerns?
    How certain are we of theirs?
    What third-party concerns should we consider?
Questions to Consider
 OPTIONS:

    What are possible solutions based on our interests
     and concerns?
    Where can we trade options based on differing
     interests?
    What benchmarks can we use to handle conflicting
     interests?
    What have others done to solve similar problems?
References

• Richard Axelrod:
  Evolution of Cooperation
• Brené Brown, @brenebrown
  TED talk on vulnerability
• David Eaves, @daeaves
  eaves.ca
Getting to YES: Negotiation strategies for open source teams

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Getting to YES: Negotiation strategies for open source teams

  • 1.
  • 2. Getting to YES: Negotiation in open source teams
  • 8.
  • 10. v
  • 11.
  • 12.
  • 15.
  • 20. Exercise Pair Up Objective:  Get as much money for yourself as possible
  • 21. Exercise Pair Up Objective:  Get as much money for yourself as possible
  • 22. Exercise Pair Up Objective:  Get as much money for yourself as possible
  • 23. Exercise Pair Up Objective:  Get as much money for yourself as possible
  • 24. Exercise Pair Up Rules: Objective:  No talking  Get as much money for  You earn $1 Million each yourself as possible time their hand touches the table (or plane of the table)  10 second time limit
  • 25.
  • 26. Two Models Assumptions
  • 27. Two Models Pie is fixed This is a battle Assumptions
  • 28. Two Models Goal Pie is fixed This is a battle Assumptions
  • 29. Two Models Beat them Goal Pie is fixed This is a battle Assumptions
  • 30. Two Models Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  • 31. Two Models Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  • 32. Two Models Actions Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  • 33. Two Models Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  • 34. Two Models Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  • 35. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  • 36. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  • 37. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  • 38. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Collaborative Competitive Claim value Strategy Create value, and claim fairly Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  • 39. Two Models Low value outcome Results Be aggressive Hard on problem, Push hard Actions respectful of people Use force Look for joint gains Collaborative Competitive Claim value Strategy Create value, and claim fairly Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  • 40. Two Models Low value High value outcome Results outcome Be aggressive Hard on problem, Push hard Actions respectful of people Use force Look for joint gains Collaborative Competitive Claim value Strategy Create value, and claim fairly Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  • 43. Common Measures of Success Winning: Got better result than other party did
  • 44. Common Measures of Success Winning: Got better result than other party did Made fewer concessions
  • 45. Common Measures of Success Winning: Got better result than other party did Made fewer concessions Got as much as possible
  • 46. Common Measures of Success Winning: Got better result than other party did Made fewer concessions Got as much as possible They look bad
  • 47. Common Measures of Success Winning: Got better result than other party did Made fewer concessions Got as much as possible They look bad They hurt more
  • 50. Common Measures of Success Not Losing: Did not get “taken”
  • 51. Common Measures of Success Not Losing: Did not get “taken” Did not lose face
  • 52. Common Measures of Success Not Losing: Did not get “taken” Did not lose face Will not be criticized
  • 53. Common Measures of Success Not Losing: Did not get “taken” Did not lose face Will not be criticized Equally unhappy with outcome
  • 54. Common Measures of Success Not Losing: Did not get “taken” Did not lose face Will not be criticized Equally unhappy with outcome No confrontation
  • 56. 8-Element Framework The outcome is successful if:
  • 57. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair
  • 58. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative
  • 59. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative  The interests and concerns of the parties are well met
  • 60. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative  The interests and concerns of the parties are well met  Options in the agreement create value for the parties
  • 61. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative  The interests and concerns of the parties are well met  Options in the agreement create value for the parties  If relevant, benchmarks are available to demonstrate the fairness of the outcome
  • 62. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative  The interests and concerns of the parties are well met  Options in the agreement create value for the parties  If relevant, benchmarks are available to demonstrate the fairness of the outcome  The commitment is clear and operational
  • 63. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative  The interests and concerns of the parties are well met  Options in the agreement create value for the parties  If relevant, benchmarks are available to demonstrate the fairness of the outcome  The commitment is clear and operational  Communication among the parties is two-way and clear
  • 64. 8-Element Framework The outcome is successful if:  Parties feel the process is efficient and fair  The deal (if any) is better than your best alternative  The interests and concerns of the parties are well met  Options in the agreement create value for the parties  If relevant, benchmarks are available to demonstrate the fairness of the outcome  The commitment is clear and operational  Communication among the parties is two-way and clear  The relationship has been maintained or improved Adapted from The Harvard Negotiation Project
  • 66. Effective Communication: 4 Skills  Inquiry:  Asking questions to learn information
  • 67. Effective Communication: 4 Skills  Inquiry:  Asking questions to learn information  Paraphrasing:  Summarizing what you think they said
  • 68. Effective Communication: 4 Skills  Inquiry:  Asking questions to learn information  Paraphrasing:  Summarizing what you think they said  Acknowledgement:  Of their view or feelings (without agreeing, per se)
  • 69. Effective Communication: 4 Skills  Inquiry:  Asking questions to learn information  Paraphrasing:  Summarizing what you think they said  Acknowledgement:  Of their view or feelings (without agreeing, per se)  Advocacy:  Explaining your point of view
  • 72.
  • 73.
  • 74.
  • 75.
  • 77. Questions to Consider  INTERESTS and CONCERNS:  What are our wants, needs, concerns, fears, objectives, and hopes that underlie our position? What are theirs?  What is the priority of these interests and concerns?  How certain are we of theirs?  What third-party concerns should we consider?
  • 78. Questions to Consider  OPTIONS:  What are possible solutions based on our interests and concerns?  Where can we trade options based on differing interests?  What benchmarks can we use to handle conflicting interests?  What have others done to solve similar problems?
  • 79. References • Richard Axelrod: Evolution of Cooperation • Brené Brown, @brenebrown TED talk on vulnerability • David Eaves, @daeaves eaves.ca

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