Research Paper on:
Principled Negotiations - Trust

Unformatted Sample Text from the Research Paper:
is essential not to confuse the two (Stahl, 2000). This is the first principle in principled negotiations: "Separate people from the problem" (Stahl, 2000, p. 47). Stahl (2000) asserts  that if a people problem arises, e.g., if John feels insulted by what Tom said, John should express how the action or statement made him feel and ask if this  is what Tom intended. Most often, the other person will retract or restate what it was they said (Stahl, 2000). To take this action requires trust as well as courage  and tact. John is opening himself up for further insults if Tom really meant whatever it was that offended John. There must be a degree of trust for John to  place himself in a vulnerable position. Any negotiations purpose is to arrive at a mutual agreement. Kilman (2000) points out that there is "a maximum amount of value that they  can create and capture" (p. 9). But, the maximum is seldom achieved and both parties walk away with less than they might have had (Kilman, 2000). Corporations, according to Kilman  (2000) must adopt joint-gains negotiations or win-win negotiations. This requires trust because it involves collaboration. The second principle in principled negotiations is: "Focus on interests, not positions" (Stahl, 2000, p.  47). This is also a key with joint-gains or win-win negotiations: "Clarify interests, not positions" (Kilman, 2000, p. 9). Pinnell (1999) also states: "The parties look at basic interests  instead of positions on an issue and try to craft a solution that meets each partys interests" (p. 16). To explain: a position is something like "I have to have  the one orange that is available" (Stahl, 2000, p. 47). Two people have this same position and now, they will dicker back and forth, each trying to get as much