Category 17 · 10 frameworks

Negotiation & Compensation

Practical methods for securing fair pay, sensible scope and good terms in the UK workplace.

Bracketing

Common negotiation tactic; no single originator Set your opening figure so that your real target sits roughly midway between your opening and the other side's offer. If the two sides meet in the middle, you land close to your target. 02

BATNA

Roger Fisher and William Ury, Getting to Yes (Harvard Negotiation Project) Your Best Alternative To a Negotiated Agreement is what you will do if this negotiation fails. It sets the point below which you should walk away and is the main source of negotiating power. 03

ZOPA

Concept from negotiation analysis, closely associated with Howard Raiffa, The Art and Science of Negotiation The Zone Of Possible Agreement is the overlap between the lowest you will accept and the most the other side will pay. A deal is only possible if that overlap exists. 04

Anchoring

Tversky and Kahneman's research on the anchoring heuristic; applied to first offers by Adam Galinsky and Thomas Mussweiler The first number mentioned tends to pull the final outcome towards it. Making a well-researched first offer can shape the whole negotiation in your favour. 05

Tactical Empathy

Chris Voss with Tahl Raz, Never Split the Difference Demonstrating that you understand the other side's feelings and perspective, using techniques such as labelling ('It seems like...') and mirroring their last few words. It lowers defensiveness and draws out information. 06

Calibrated Questions

Chris Voss with Tahl Raz, Never Split the Difference Open questions, usually starting with 'how' or 'what', that invite the other side to solve your problem. They avoid outright rejection and give the other side a sense of control. 07

Ackerman Model

Chris Voss with Tahl Raz, Never Split the Difference (named after Mike Ackerman, a kidnap-for-ransom consultant) A structured offer plan for the buying side: open at 65% of your target, then move to 85%, 95% and 100% in shrinking increments. The final figure is a precise number, sometimes with a non-monetary extra. 08

MESO (Multiple Equivalent Simultaneous Offers)

Negotiation research by Victoria Medvec, Adam Galinsky and colleagues Present two or three packages at the same time that are equally acceptable to you but trade off different terms. The other side's choice reveals their priorities and makes them feel in control. 09

Total Compensation Thinking

General reward and HR practice; no single originator Evaluate and negotiate the full value of an offer, not just base salary. In the UK this includes pension contributions, bonus, holiday, benefits, share schemes and working arrangements. 10

Integrative Bargaining

Richard Walton and Robert McKersie, A Behavioral Theory of Labor Negotiations An approach that expands the value available by trading on issues each side values differently, rather than just splitting a fixed amount. It contrasts with distributive, win-lose bargaining.

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