gh-lyndonkl-claude/skills/negotiation-alignment-governance/resources/methodology.md

# Negotiation Alignment Governance Methodology

## Table of Contents
1. [Principled Negotiation (Harvard Method)](#1-principled-negotiation-harvard-method)
2. [BATNA & ZOPA Analysis](#2-batna--zopa-analysis)
3. [Stakeholder Power-Interest Mapping](#3-stakeholder-power-interest-mapping)
4. [Advanced Governance Patterns](#4-advanced-governance-patterns)
5. [Conflict Mediation Techniques](#5-conflict-mediation-techniques)
6. [Facilitation Patterns](#6-facilitation-patterns)
7. [Multi-Party Negotiation](#7-multi-party-negotiation)

---

## 1. Principled Negotiation (Harvard Method)

### Concept
Separate people from problem, focus on interests not positions, generate options for mutual gain, and use objective criteria.

### Four Principles

**1. Separate People from Problem:** Attack problem, not people. Use "I feel..." not "You always...". Frame as joint problem-solving.

**2. Focus on Interests, Not Positions:** Positions = what they want. Interests = why they want it. Ask "Why?" to uncover underlying needs. Interests are negotiable, positions often aren't.

**3. Generate Options for Mutual Gain:** Brainstorm without committing. Look for low-cost-to-give, high-value-to-receive trades. Bundle issues across dimensions. Consider phased approaches.

**4. Insist on Objective Criteria:** Use fair standards (market rates, benchmarks, precedent, technical data) instead of arguing positions. Propose criteria before solutions.

### Application

**Prepare:** Identify interests (yours/theirs), develop BATNA, research criteria.
**Explore:** Build rapport, listen for interests, share yours, ask why.
**Generate:** Brainstorm options, build on ideas, find mutual gains.
**Decide:** Evaluate against criteria, discuss trade-offs, package deal, document.

---

## 2. BATNA & ZOPA Analysis

### Concept
**BATNA:** Best Alternative To Negotiated Agreement—what you'll do if negotiation fails
**ZOPA:** Zone of Possible Agreement—range where both parties are better off than BATNA

### Developing BATNA

**Steps:**
1. List alternatives if negotiation fails
2. Evaluate each alternative's value
3. Select best alternative (your BATNA)
4. Calculate reservation price (minimum acceptable)

**Example:** BATNA = hire next-best candidate for $120K. Reservation for top candidate: $150K.

### Estimating Their BATNA

Research alternatives, ask what they'll do if no deal, observe eagerness. Strong BATNA = harder to negotiate.

### ZOPA (Zone of Possible Agreement)

Exists when your reservation > their reservation. Any price in ZOPA works. No ZOPA = no deal possible.

**Improve Position:**
- Strengthen your BATNA (more/better alternatives)
- Weaken their BATNA (reduce their options)
- Expand ZOPA (add value, reduce costs)

**Walk away when:** Offer worse than BATNA, bad faith negotiation, cost exceeds gain.

---

## 3. Stakeholder Power-Interest Mapping

### Concept
Map stakeholders on two dimensions: Power (influence on decision) and Interest (care about outcome).

### Power-Interest Matrix

**High Power, High Interest:** Manage Closely (engage deeply, collaborate, veto/approval rights)
**High Power, Low Interest:** Keep Satisfied (prevent blocking, don't over-engage)
**Low Power, High Interest:** Keep Informed (updates, gather input, build support)
**Low Power, Low Interest:** Monitor (minimal engagement, check periodically)

### Mapping Process

1. Identify stakeholders (affected, authority, can block, expertise)
2. Assess power (1-5): formal authority, informal influence, resource control
3. Assess interest (1-5): how much outcome matters, energy invested
4. Plot on matrix and identify quadrant
5. Plan engagement per quadrant

### Stakeholder Analysis

For each key stakeholder: Identify interests/concerns/constraints, position (support/oppose/neutral), influence patterns, engagement plan (frequency, format, needs).

### Coalition Building

**When:** Multiple approvals needed, overcome opposition, shared ownership
**How:** Identify allies, start 1:1, frame as their interest, formalize at critical mass
**Types:** Blocking (prevent), Sponsoring (drive), Advisory (legitimacy)

---

## 4. Advanced Governance Patterns

### Pattern 1: Federated Governance

**Use Case:** Balance central standards with local autonomy

**Structure:**
- **Center:** Sets minimum viable standards, provides shared services
- **Edges:** Freedom to exceed standards, adapt to local needs
- **Escalation:** Center reviews exceptions, adjusts standards over time

**Example (Engineering):**
- Center: Security standards, deployment pipeline, observability
- Edges: Language choice, frameworks, architecture patterns
- Review: Quarterly tech radar updates standards based on edge innovations

**Governance:**
- Central: DACI for standards (Approver = Architecture board)
- Local: DACI for implementations (Approver = Tech lead)
- Escalation: RFC process for proposed standard changes

### Pattern 2: Rotating Leadership

**Use Case:** Shared ownership across teams, avoid permanent power concentration

**Structure:**
- Leadership role rotates (monthly, quarterly)
- Role has decision authority while held
- Handoff includes documentation and context

**Example (On-call):**
- Weekly on-call rotation
- On-call engineer has authority to escalate, roll back, make emergency decisions
- Handoff includes incident summaries, ongoing issues

**Governance:**
- Clear scope of rotating role authority
- Fallback to permanent leadership if needed
- Retrospective to improve rotation

### Pattern 3: Bounded Delegation

**Use Case:** Empower teams while maintaining guardrails

**Structure:**
- Define "decision boundary" with constraints
- Within boundary: Team decides (advice process)
- Outside boundary: Escalate for approval

**Example (Budget):**
- Team has $50K discretionary budget
- Under $50K: Team decides after advice process
- Over $50K: Requires VP approval with business case

**Governance:**
- Document boundary explicitly (what's in/out)
- Review boundary periodically (expand as trust grows)
- Escalation for gray areas

### Pattern 4: Tiered Decision Rights

**Use Case:** Different decision speeds for different risk levels

**Structure:**
- **Tier 1 (Fast/Reversible):** Consent (no objections), execute quickly
- **Tier 2 (Medium/Partially Reversible):** DACI with light analysis
- **Tier 3 (Slow/Irreversible):** DACI with deep analysis, executive approval

**Example (Product):**
- **Tier 1:** UI copy changes, feature flag toggles, A/B test parameters
- **Tier 2:** New features (reversible via flag), pricing experiments
- **Tier 3:** Sunsetting products, changing business model, major integrations

**Governance:**
- Define criteria for each tier (reversibility, cost, customer impact)
- Different approval workflows per tier
- Review tier assignments quarterly

### Pattern 5: Dual Authority (Checks & Balances)

**Use Case:** Decisions requiring both opportunity and risk perspective

**Structure:**
- **Proposer:** Recommends decision (opportunity focus)
- **Reviewer:** Veto power (risk focus)
- Both must agree to proceed

**Example (Product Launch):**
- **Product (Proposer):** Decides what to build, when to launch
- **Engineering (Reviewer):** Veto on quality/security/technical risk
- Must both agree to ship

**Governance:**
- Proposer has default authority (bias toward action)
- Reviewer can block but must explain objection
- Escalation if persistent disagreement
- Avoid making reviewer "decider" (creates bottleneck)

---

## 5. Conflict Mediation Techniques

### Technique 1: Active Listening

**Purpose:** Ensure each party feels heard before problem-solving

**Process:**
1. **Listen without interrupting:** Let speaker finish completely
2. **Paraphrase:** "What I hear you saying is..."
3. **Validate emotion:** "I can see why you'd feel frustrated about..."
4. **Clarify:** "Can you help me understand...?"
5. **Check understanding:** "Did I capture that correctly?"

**Mediator Role:**
- Enforce turn-taking (no interruptions)
- Paraphrase to ensure understanding
- Separate facts from interpretations
- Acknowledge emotions without judgment

### Technique 2: Interest-Based Problem Solving

**Process:**
1. **State the Problem:** Frame as shared challenge
2. **Identify Interests:** Each party shares underlying needs
3. **Generate Options:** Brainstorm without evaluating
4. **Evaluate Options:** Test against both parties' interests
5. **Select Solution:** Choose best option, document agreement

**Facilitator Moves:**
- Ask "Why?" to surface interests
- Prevent position-arguing
- Encourage creative options
- Use objective criteria for evaluation

### Technique 3: Reframing

**Purpose:** Shift perspective to enable resolution

**Common Reframes:**
- **From blame to shared problem:** "Instead of whose fault, let's solve it together"
- **From positions to interests:** "You both want [shared interest], just different paths"
- **From past to future:** "We can't change what happened; let's prevent recurrence"
- **From personal to structural:** "The issue is the process, not the people"

**Examples:**
- ❌ "You always ignore security" → ✓ "How can we integrate security earlier?"
- ❌ "You're blocking progress" → ✓ "You're raising important risks we should address"
- ❌ "This failed because of X" → ✓ "What can we learn to improve next time?"

### Technique 4: Finding Common Ground

**Purpose:** Build on agreement before tackling disagreement

**Process:**
1. **Areas of Agreement:** What do both parties agree on?
2. **Shared Goals:** What outcome do both want?
3. **Complementary Needs:** Where do needs not conflict?
4. **Mutual Interests:** What benefits both?

**Example:**
- **Agree:** Both want product to succeed
- **Agree:** Both care about customer satisfaction
- **Disagree:** Timeline and scope
- **Reframe:** "Given we both want customer satisfaction, how do we balance speed and quality?"

### Technique 5: Caucusing (Separate Meetings)

**When to Use:**
- Emotions too high for joint session
- Need to explore options privately
- Build trust with mediator individually
- Develop proposals before joint discussion

**Process:**
1. Meet separately with each party
2. Understand their perspective, interests, constraints
3. Test potential solutions privately
4. Build trust and rapport
5. Bring parties together with prepared proposals

**Mediator Confidentiality:**
- Clarify what can be shared vs private
- Don't carry messages blindly
- Use caucus to prepare for productive joint session

---

## 6. Facilitation Patterns

### Pattern 1: Structured Dialogue

**Use Case:** Ensure all voices heard, prevent dominance

**Formats:**

**Round Robin:**
- Each person speaks in turn
- No interruptions until everyone speaks
- Second round for responses

**1-2-4-All:**
1. Individual reflection (1 min)
2. Pair discussion (2 min)
3. Quartet discussion (4 min)
4. Full group share out

**Silent Writing:**
- All write ideas on sticky notes simultaneously
- Share by reading aloud or clustering
- Prevents groupthink, amplifies quiet voices

### Pattern 2: Decision-Making Methods

**Consent (Fast):**
- Propose solution
- Ask: "Any objections?"
- If none: Adopt
- If objections: Modify to address

**Fist-to-Five (Quick Poll):**
- 0 fingers: Block (have alternative)
- 1-2: Concerns (need to discuss)
- 3: Accept (neutral)
- 4-5: Support (will champion)

**Dot Voting (Prioritization):**
- List options
- Each person gets N dots
- Place dots on preferences
- Tally for ranking

**Gradient of Agreement:**
1. Wholehearted endorsement
2. Agreement with minor reservations
3. Support with reservations
4. Abstain (can live with it)
5. More discussion needed
6. Disagree but will support
7. Serious disagreement

### Pattern 3: Time Management

**Timeboxing:**
- Set fixed time for each agenda item
- Visible timer
- "Parking lot" for tangents
- Decide: More time or move on?

**Decision Point Protocol:**
- State decision needed
- Clarify options
- Time-boxed discussion
- Decision method (consent, vote, etc.)
- Document and move on

**Escalation Trigger:**
- If no decision after N discussions: Escalate
- Prepare escalation: Options, analysis, recommendation
- Escalate to: [Specified decider]

---

## 7. Multi-Party Negotiation

### Challenge
More parties = exponentially more complexity (preferences, coalitions, communication)

### Strategy 1: Bilateral Then Multilateral

**Process:**
1. Negotiate with each party separately (bilateral)
2. Identify common ground across pairs
3. Bring all parties together with draft agreement
4. Address remaining differences in group

**When to Use:**
- Strong personality conflicts
- Very different interests
- Need to build coalitions first

### Strategy 2: Issue-by-Issue

**Process:**
1. Break negotiation into separate issues
2. Tackle easiest issue first (build momentum)
3. Trade across issues (I give on X, you give on Y)
4. Build package deal

**When to Use:**
- Multiple dimensions to negotiate
- Opportunity for trade-offs
- Need small wins to build trust

### Strategy 3: Mediator-Led

**Process:**
1. Neutral mediator facilitates
2. Mediator controls agenda and process
3. Mediator caucuses with parties separately
4. Mediator proposes solutions for group reaction

**When to Use:**
- High conflict
- Power imbalances
- Deadlocked negotiations

### Coalition Management

**Building Coalitions:**
- Identify parties with aligned interests
- Approach individually before proposing publicly
- Frame as their win, not "help me"
- Build critical mass before going public

**Breaking Opposing Coalitions:**
- Identify weakest member
- Offer terms that peel them away
- Reduce opposition from majority to minority

**Avoiding Coalition Paralysis:**
- Don't require unanimity unless necessary
- Use supermajority (e.g., 2/3) instead
- Have tie-breaker mechanism

### Multi-Party Decision Rights

**Voting:**
- Simple majority (>50%)
- Supermajority (2/3, 3/4)
- Unanimity (all agree)

**Consent:**
- Proposal passes unless someone objects
- Objections must propose alternatives
- Faster than consensus

**Consensus:**
- Everyone can live with decision
- Not everyone's first choice
- Focus on acceptable, not optimal

**Advice Process (Scaled):**
- Proposer seeks advice from affected parties and experts
- Proposer decides after considering advice
- Works in groups up to ~50 people

---

## Quick Reference: Methodology Selection

**Use Principled Negotiation when:**
- Two-party negotiation
- Need creative solutions
- Both parties negotiating in good faith

**Use BATNA/ZOPA when:**
- Evaluating whether to accept offer
- Preparing negotiation strategy
- Understanding your leverage

**Use Power-Interest Mapping when:**
- Many stakeholders to manage
- Unclear who to prioritize
- Building coalitions

**Use Advanced Governance when:**
- Standard RACI/DACI too simple
- Need to balance central/local authority
- Different decision types need different processes

**Use Mediation Techniques when:**
- Active conflict between parties
- Emotions running high
- Direct negotiation failed

**Use Facilitation Patterns when:**
- Group decision-making needed
- Risk of groupthink or dominance
- Process needs structure

**Use Multi-Party Negotiation when:**
- Three or more parties
- Complex coalitions
- Need to sequence negotiations