Negotiation Framing
[ni-goh-shee-ey-shuh n] [frey-ming]
A means to process and organize information. A frame provides a perspective of the problems or issues for a decision maker. One can use a frame to understand the importance of facts or issues in relation to each other. One can use this understanding of the facts or issues to then determine possible outcomes and consider contingency actions to solve a problem. Using a framework can allow you to consider all potential gains and losses and available options for any situation.
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This definition is good as far as it goes, but it focuses only on understanding a problem. Framing and reframing is also very useful in overcoming a dispute. One way to break a deadlock in negotiations is to zoom out and, following Fisher and Ury’s advice in ‘Getting to Yes’, look at interests rather than positions. If the two parties have an interest in common, that may serve as a framework for solving their dispute, and if so, reframing the dispute in terms of serving that interest may be the best way to reach agreement and resolve their dispute.