Enlightened Negotiation: The Way of Implementing UN SDGS

NEGOTIATION... A test of combative power and self-interest? Not necessarily. There’s another path we can choose: enlightened negotiation that is founded on 8 core principles for connecting and co-creating, with a unity of wills to serve the higher good.

By Dr. Mehrad Nazari

 

In our quest for sustainable development, it is crucial to recognize that human interactions and behaviors are an integral part of our “ecosystems.” Just as the laws of nature govern our natural environment, they also apply to our relationships and interactions. As outlined in the United Nations’ Sustainable Development Goals (SDGs) 2030 Agenda, the key focus areas are People, Prosperity, and Partnership.

To effectively implement these principles and foster sustainable development, individuals need to cultivate conscious negotiation skills. These skills not only strengthen the means of implementation but also nurture sustainable relationships and enable long-lasting prosperity.

The Enlightened Negotiation approach transcends traditional negotiation methods by integrating principles from various disciplines such as integrative negotiation, emotional intelligence, neuroscience, behavioral sciences, wisdom traditions, and mindfulness practices.

This practical method transcends self-interest and taps into the innate human desire to connect, communicate, and co-create optimal results that maximize collective gain for all parties involved. In this approach, parties thrive in a mindset fueled by enlightened self-interest, replacing the notion of “survival of the fittest” with “thrival of the wisest.”

Effective negotiation not only resolves conflict, but also serves as a preventative approach for potential conflict that might arise. As such, the following laws or principles are universally applicable to negotiations aiming to prevent conflict and ensure peace and security, which are cornerstones of the SDG 2030 Agenda.

To demonstrate the practical application of Enlightened Negotiation, the case of two sibling farmers, Carlos and Carolina have been used. While this case revolves around two individuals, the principles are equally applicable to entities of any kind—corporations, NGOs, independent entities, or governments. Additionally, the subject of negotiation, in this case, the division of a physical inheritance, can be replaced by other resources or services.

Carlos and Carolina, both in their 20s, found themselves faced with the task of dividing their late father’s land inheritance—a situation that typically leads to conflict among heirs. Instead of hastily dividing the land, they chose to apply the principles of Enlightened Negotiation. They embarked on a journey, walking the land side by side, to discover each other’s needs, aspirations, and life purposes.

Carolina expressed her passion for becoming economically independent through making blue corn tortillas, which she knew were in high demand in the village. Carlos, driven by an entrepreneurial spirit, recognized a significant demand for soybeans in the nearby city and envisioned exporting them at a profitable price.

After three weeks of thoughtful discussions, Carlos and Carolina decided against dividing the land. Instead, they agreed to jointly farm the entire land, engaging in a process called intercropping. Carolina grew corn, while Carlos cultivated soybeans. This agreement resulted in a substantial increase in their respective productions. Not only did they create a thriving farming business, but their relationship also grew stronger, setting an example for sustainable agriculture and fostering positive family relations within their community.

Ultimately, achieving the SDGs on a global and local scale requires a collaborative mindset driven by enlightened self-interest. Various industries, policy makers, government agencies, and cultures must co-create with efficiency to ensure their own social, economic, and ecological sustainability. As human beings, we must embrace the science and art of mindful negotiation and collaboration to shape a better future for all.

By mastering the principles of Enlightened Negotiation, individuals can foster sustainable relationships and prosperity. Through conscious negotiation skills, we can strengthen the means of implementation outlined in the SDG’s Agenda, paving the way for inclusive, long-lasting prosperity. Let us embrace the power of collaboration, cultivate our inner wisdom, and co-create a brighter future for ourselves and future generations.

Here we explore the eight universal laws or principles that form the foundation of this approach: Intention, Trust, Communication, Strength, Flexibility, Mindfulness, Manifestation, and Reflection. These principles empower individuals to tap into their inner wisdom during negotiations, fostering trust, creativity, and collaboration.

THE LAW OF INTENTION

If you don’t know which port you’re sailing to, no wind can help you.^[1]

A conscious action requires a clear intention and discovering the most promising path toward our objective. Synergizing and integrating the intentions of multiple parties can be tricky. The following diagram demonstrates the two dynamic arrows of individual desire to achieve with five general possible choices for interaction and negotiation.

• Option One: Avoidance, Denial, Non-Action.
  Non-action is an action of its own. The reasons we choose the non-action option could be: “I don’t have the time.  It’s not my responsibility. I don’t like confrontation.”
• Option Two: Accommodation, Concession, Sacrifice, Surrender.
  This option is a “gain” for the other side and at best simply neutral or “no-gain” in our side or at worst a “loss” for us. Familiar reasons include: “It’s easier for me to give up something and move on. I don’t want to jeopardize our relationship. You win some / you lose some.”
• Option Three: Competition, Assertiveness, Aggressiveness, Dominance.
  This course would be an exertion of power and superiority by one side without any recognition of the other side’s requirements. For the other side, this at best is “no-gain” and at worst is “loss” (from minor loss to total annihilation). It is, among other things, an instinctive urge to be in control, to display power over others. We rationalize it by saying: “That’s life. Someone has to be in charge. I deserve it, or it’s a jungle out there, and only the fittest survive.”
• Option Four: Compromise, Mutual Concession, Give and Take
  When we have to share a limited resource, compromise seems like the intelligent and spiritually guided approach – but only after we have explored all, and I mean all, possibilities and have considered the assembled facts at hand. A premature conclusion in a rush to compromise is decidedly less than ideal and does not represent our highest aspirations, values, or spiritual nature. We can choose a half-and-half option based on: “It’s principled reasoning, or working with limited resources, or saving time, or there is no other viable option.”
• Option Five: Collaborative, Constructive, Integrative, Principled.
  The last possible option is taking the time to investigate the underlying desires of each party’s underlying needs. The ideal outcome is the maximum gain for all parties on or close to the collaboration point. We choose the option of collaboration for many reasons: “It has the potential to: advance both parties toward their goals. It can reveal untapped resources, so no resources are wasted.  It offers the best outcome energetically. It generates the potential for further collaboration and co-creation. It makes life more meaningful and fulfilling.”

Clarifying our intentions means naming our key objective and discovering the most promising path from where we are now to where we want to be. Unconsciously, we can fall into patterns of negotiation based on avoidance, accommodation, competition, or sub-optimal compromise. More consciously, we can collaborate for mutual benefit.

The Law of Trust

Trust serves as the foundation for any relationship or agreement^[2]. When both parties have confidence that their commitments will be honored, they can move forward productively, even in the face of unresolved issues. But what exactly is trust? In its broadest sense, trust refers to the assured reliance on the character, ability, strength, or truth of someone or something ^[3]. In the context of negotiation, trust is the mutual perception of consistency between words and actions ^[4].

Although trust was initially established by their bloodline, Carlos and Carolina further solidified their bond by removing any doubts regarding their performance. Walking side by side, they discussed what they could reasonably co-create with the farmland they had inherited. They emphasized their interdependent relationship and shared aspirations, deepening their trust. In many cultures and societies, trust forms the connecting threads within a web of relationships^[5]. When there is a bond of trust among group members, they can trade and negotiate efficiently based on reliable underlying assumptions. Trust also enables connections with individuals outside one’s organization, community, or culture ^[6].

A sense of trust is crucial in cultivating a positive environment of mutual support that helps parties strive for excellence and navigate frustrations along the path to agreement^[7]. The broaden-and-build theory of positive emotions suggests that a positive environment fosters bonding and creativity, leading to increased productivity and even more creativity—a virtuous cycle ^[8]. It was this environment of positivity that promoted creativity and enabled Carlos and Carolina to explore unconventional solutions. The outcome proved far more productive than the traditional alternative of dividing the land.

Establishing Trust. Establishing trust often takes time, but in many negotiation scenarios, time is limited. In such cases, negotiators can employ four elements to quickly build trust ^[9]:

• Authenticity: Being true to oneself and others forms the foundation upon which trust can be built.
• Cultural Understanding: Understanding and using the nuances of the other party’s language, slang, terminology, and cultural norms helps establish rapport and trust.
• Emphasizing the Relationship: Acknowledging the importance of the relationship with the other party and highlighting its interdependent nature reinforces trust.
• Proactive Concession: Offering a concession before it is requested and emphasizing its value.

The Law of Communication

As we focus on implementing the SDGs, particularly SDG 17, which aims to strengthen multi-stakeholder partnerships and knowledge sharing ^[10], effective and clear communication becomes paramount. Communication is a central pillar of any negotiation or relationship between individuals ^[11]. It involves a sender, a message, and a receiver, with the roles of sender and receiver continuously switching. A skilled negotiator takes responsibility for ensuring coherent communication, regardless of their role.

Elements of Communication:

• Tonality: Verbal or written tonality plays a significant role in conveying emotions. Ensuring that tonality aligns with intent is crucial.
• Active Listening: Active listening is the best way to understand and be understood by others ^[12]. It involves being fully engaged to facilitate proper communication.
• Open-ended questions: These invite more than one-word answers and are useful for gathering information and understanding the counterpart’s feelings and motives. Examples include, “How can I help you?” and “What are your concerns?”
• Closed-ended questions: These elicit shorter answers and are helpful for obtaining specific information. Examples include, “Can I help you?” and “Do you prefer Wednesday or Thursday?”

Carlos and Carolina’s communication exuded excitement and collaboration, with a commitment to active listening and the use of open-ended questions to gather more information.

Framing the Message. When delivering a message, one of the most effective yet underutilized skills is framing—the art of planning how to present a case. The “framing effect” occurs when equivalent descriptions of a decision problem lead to systematically different decisions ^[13]. For instance, the term “global warming” fell out of favor due to its divisive nature, and “climate change” became the preferred term, deliberately neutral and open-ended, inviting further explanation.

The Law of Strength

In negotiations, strength plays a crucial role in protecting one’s interests and influencing the other party towards a mutually beneficial outcome ^[14]. The true source of strength in negotiation lies in understanding the needs of each party and the context of the exchange^[15]. This understanding is what motivated Carlos and Carolina to invest time in increasing their knowledge and gaining a better understanding of the involved parties and potential opportunities.

Our motivations are driven by an inherent life force that is influenced by physical, psychological, and social aspects of our beings ^[16]. Whether it’s purchasing equipment or seeking a new job, our motivations stem from specific needs that guide our actions. Similarly, organizations come to the negotiation table because of their underlying needs, such as implementing sustainable development for a better future (as seen with the SDGs). Needs are common drivers that bring all parties, from diplomats to community activists and volunteers, into negotiations.

The Hierarchy of Needs. Abraham Maslow’s Hierarchy of Needs illustrates the human basic need structure as a pyramid, starting with biological needs at the bottom and progressing to spiritual aspirations at the top^[17]. The hierarchy includes physiological needs (food, sleep, sex), safety needs (physical and psychological security), belongingness and love needs (being part of a family or community), esteem needs (positive self-image), and self-actualization needs (fulfilling one’s true purpose).

Needs Vs. Positions. In any negotiation, the process of addressing needs involves resolving specific issues and finding agreements that satisfy all parties. Our positions in negotiations are directly related to the needs we seek to fulfill. However, a position-focused approach can lead to rigid stances. An enlightened negotiator seeks to understand underlying needs, which opens up opportunities to create mutually beneficial options, as exemplified by Carlos and Carolina.

The Knowledge of “Self”. Before entering a negotiation, it’s essential to introspect and identify our own needs, their origins, and the practical issues involved in satisfying them. Prioritizing these needs helps in making informed decisions during negotiations.

Knowledge of “Them”. After establishing rapport, information exchange begins by sharing our own needs. Encouraging counterparts to share their interests helps to better understand their perspectives. When faced with reluctance, tactful questions like “Why not?” or “What is wrong with doing it this way?” can help elicit responses.

The Knowledge of Context. Negotiations are influenced by their environments, and situational awareness is crucial. Factors like time, place, market conditions, competition, and industry standards, laws, and regulations all impact the negotiation process. Being aware of these contextual elements empowers negotiators to make informed choices.

In conclusion, the strength in negotiations comes from understanding the needs and motivations of all parties involved and having knowledge of the surrounding context. This knowledge allows negotiators to create win-win solutions that benefit everyone involved.

The Law of Flexibility

Countless negotiations fail due to the rigidity of the parties ^[18]. Flexibility in negotiation is the art of embracing alternatives without compromising core values and principles. Successful negotiators possess the ability to navigate pressures that might otherwise impede progress.

The key to effective negotiation lies in focusing on the end goal rather than being fixated on a single path. Mental flexibility is at the core of this process, enabling negotiators to see things from different perspectives, handle situations in diverse ways, and solve problems with innovative ideas.

Creativity is the process of breaking away from established ideas and envisioning novel possibilities. In one example Carlos and Carolina, demonstrated conscious determination by abandoning the conventional method of dividing their farm in two. Instead, they viewed the land as an opportunity with unlimited potential.

Brainstorming is where the fruits of flexibility and creativity come to fruition.

When roadblocks arise, skilled negotiators tap into their wellspring of creativity, collaborating with counterparts to co-create mutually beneficial solutions with their counterparts.

The cardinal rule of brainstorming is to let ideas flow freely first before evaluating and choosing, nurturing creativity and innovation without premature judgment.

The Law of Manifestation

Manifestation is the art of transforming thoughts into reality. The Theory of Aspiration suggests that high levels of aspiration lead to superior outcomes for both negotiation parties ^[19].

By setting optimistic goals, negotiators can harness the power of aspiration to excel and motivate the other side to aim higher. Enthusiasm, expressed through assertiveness and empathy, becomes the driving force behind successful manifestation.

Avoiding Common Pitfalls. Two common reasons behind negotiation failures are zero-sum assumptions and fixed positions. The belief that one party can only gain at the expense of the other hinders collaboration. Embracing a cooperative mindset and exploring new possibilities can lead to better outcomes. Likewise, fixed positions limit success, as they represent only one option. Considering various alternatives, such as non-monetary benefits, expands the scope for positive results.

Embracing Common Expectations. When entering negotiations, parties expect to be treated fairly and with respect. Enlightened Negotiation encourages perceiving the world as an open field of possibilities. Supporting the Sustainable Development Goals (SDGs) requires inclusivity and bridging gaps in gender, race, culture, and economic status.

BATNA. Knowing your Best Alternative To a Negotiated Agreement (BATNA) empowers negotiators to confidently decide when to continue discussions and when to walk away ^[20].

Objective Criteria. Establishing objective criteria and supporting materials for measuring results is crucial for co-creating an agreement. Guidelines can be developed in cases where clear standards for evaluation are lacking.

Understanding Human Biases: Recognizing human biases that affect decision-making is essential. Avoiding heuristic thinking and relying on personal experience or unexamined assumptions helps negotiate more wisely and safely ^[21].

The Power of Priming: Priming effects influence decision-making, where exposure to certain concepts triggers related knowledge and shapes the negotiation process (Fargas, 1998). Using words like “fairness,” “equity,” and “mutual benefit” at the outset can encourage collaborative approaches.

Establishing Rapport. Establishing rapport builds trust and can bridge unresolvable gaps based on personal connections. Cultural understanding is vital in global negotiations.

Avoid Traps and Preserve Relationships. Be cautious of deceptive tactics and psychological pressure. Recognizing these traps allows negotiators to disarm them. When an agreement isn’t reached, preserving relationships by expressing future opportunities is prudent. Personal issues can be neutralized by pointing to external factors affecting the agreement’s practicality.

The Law of Mindfulness

Enlightened Negotiation emphasizes the importance of being aware and present in every aspect of the negotiation process. Albert Einstein aptly described human beings as interconnected with the Universe but often perceiving themselves as separate entities due to the limitations of time and space.

Mindfulness in this context encompasses several dimensions: mindfulness of Self (our true essence, authentic self, or higher self), mindfulness of others, mindfulness of the environment, and mindfulness of the creative process. Achieving a sustainable future necessitates awareness of each of the UN’s Sustainable Development Goals (SDGs), as their successful implementation relies on understanding their interconnectedness and relation to the broader goals of the 2030 Agenda.

The heart of any negotiation lies in how individuals interact with each other, and the ultimate test of success lies in how people are treated. Understanding people in negotiations requires recognizing that behind every name, face, or title, there is a unique human being with their own perceptions, emotions, and cultural conditioning. These elements act as filters that influence how individuals interpret situations and interact with one another.

Perceptions play a vital role as they are shaped by individual interpretations rather than a fixed physical reality. Additionally, cultural conditioning can color how people perceive situations, and recognizing and respecting cultural differences is essential in building successful negotiations.

Emotions are powerful drivers in negotiations. Drawing upon positive/emotions can lead to more cooperative and agreeable outcomes, while negative emotions, such as distrust or a sense of unfairness, can hinder progress.

The Law of Reflection

This law stresses the importance of taking time to reflect on the negotiation process and its impact on achieving the SDGs. By looking back on the negotiation experience, negotiators can assess their progress, contributions, resource management, and the strength of their relationships.

In conclusion, effective organizational and leadership skills in negotiations require personal interactions, communication, conflict management, and mindfulness. Adhering to the laws of Enlightened Negotiation reduces conflicts and fosters creativity, productivity, and prosperity. Treating human interactions as sustainable resources paves the way for a future where partnerships and collaboration are maximized, leading to a coherent approach to achieving the Global Aspirations outlined by the UN and the SDGs.

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This article is an excerpt from a chapter in the edited book, Evolving Leadership for Collective Wellbeing, Lessons for Implementing the United Nations Sustainable Development Goals

 

^[1] Lucius Annaeus Seneca

^[2] Firestone, 2015

^[3] Merriam Webster Dictionary

^[4] Gordon, 2003

^[5] Fairholm, 1994

^[6] Kramer, 2006

^[7] Fredrickson, 2004

^[8] Fredrickson, 2004

^[9] Program On Negotiation, 2017

^[10] SDG 2030 Agenda, page 27

^[11] Mahajan, 2015

^[12] Johnson & Bechler, 1998

^[13] Shafir & LeBoeuf, 2002

^[14] Segal & Smith, 2014

^[15]  Ez Jacintha, 2015

^[16] Bastable et al, 2011

^[17] Maslow, 1970

^[18] Druckman, 1995

^[19] Seigel, 1957

^[20] Fisher & Ury, 1991

^[21] Martion et al., 2006