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Each point of PIOC relates directly to its adjacent points. For instance, parties about to engage in a negotiation have specific needs of interests they want meet, and these may underlie the positions they come to the table demanding. The parties’ interests will help them generate possible solutions or options to resolving the dispute. The options can be further refined through the filter of neutral criteria, objective standards or benchmarks. While many experienced negotiators begin with interests when thinking through a negotiation process, PIOC’s four facets work in any order. For instance, a set of criteria can help spark ideas for options. Alternatively, a list of problems helps clarify its interests.
For negotiation success, you must first know what you want. Take an honest inventory of your underlying interests when you engage in any negotiation. Arguably, there are your subjective interests, tailor—made to your side given your situation, expectations and experiences. Likewise, each side must anticipate and analyze the other side’s potential interests in order to work out realistic options. Balanced against the interests are objective criteria with which one can evaluate the fairness of demands. Criteria are neutral precedents that both sides to a negotiation can use to develop and benchmark options. In negotiation, we want to see our objective needs met, to known that the aGREement is fair, and to be able to explain to stakeholders the key factors upon which decisions were based. If interests and criteria help articulate what we desire, options are proposals for concrete ways of getting it. We sometimes refer to options that meet some or all of each party’s interests as the on—the—table solutions, that is those options we believe have some chance of meeting both parties’ interests. When both sides contribute to putting options on the table, this can lead to greater choice and creativity in coming to an agreement.
As you approach negotiation with this new mindset, keep the PIOC visually present. By doing so, you will avoid positional behaviors and clashes that don’t lead to creative solutions to problems. At the same time, you will have the compass you need translate your new collaborative mindset into actual improved negotiation results for all.
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