Harvard Concept
What is the Harvard Concept?
The Harvard Concept is an approach to factual, interest-based negotiation. Instead of haggling over positions, it seeks solutions that do justice to both sides' interests.
Harvard Concept in Detail
The Harvard Concept (English “principled negotiation”) was developed by Roger Fisher, William Ury, and Bruce Patton as part of the Harvard Negotiation Project and made famous in the book “Getting to Yes” (1981). It rests on four principles: first, treat people and problems separately (stay factual, spare the relationship); second, focus on interests instead of positions (ask about the why behind the demand); third, develop options for mutual benefit (enlarge the “pie”); fourth, insist on objective, fair criteria (market values, standards, precedents). The concept is supplemented by the BATNA as a benchmark and source of power. The aim is a win-win solution that is factual, fair, and viable – in contrast to pure positional haggling, which strains relationships and often delivers suboptimal results. The Harvard Concept is regarded as the most influential modern negotiation approach and forms the basis of many negotiation trainings. It is not a “softener” but combines hardness on the issue with fairness toward people.
In practice, the Harvard Concept is probably the best-known approach to appropriate, fair negotiation. Its four principles are: treat people and problems separately, concentrate on interests instead of positions, develop options for mutual benefit, and base the result on objective, neutral criteria. The aim is a win-win solution that preserves the relationship and creates viable agreements. It is supplemented by the concept of the BATNA as a benchmark for your own negotiating power. The Harvard Concept is not soft yielding but combines a willingness to cooperate with clear representation of interests. In practice it reaches its limits when the other side acts purely distributively or unfairly – then tactical skill is additionally needed. As a basic attitude, however, it shapes modern, professional negotiating.
How does the Harvard Concept work?
The Harvard Concept separates people and problem, focuses on interests instead of positions, develops options for mutual benefit, and appeals to objective criteria. The BATNA serves as a benchmark. The aim is a fair, viable win-win solution.
Harvard Concept – Examples in Practice
Instead of haggling over the price, two parties clarify their actual interests. A negotiator appeals to objective market values instead of a show of power. A team jointly develops options that benefit both sides.
Harvard Concept: The Four Principles
- Principle 1: separate people and problem
- Principle 2: interests instead of positions
- Principle 3: options for mutual benefit
- Principle 4: objective criteria
- Benchmark: your own BATNA
Related Terms
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Harvard Concept: Frequently Asked Questions
What is the Harvard Concept?
An approach to factual, interest-based negotiation that seeks solutions doing justice to both sides' interests.
Who developed the Harvard Concept?
Roger Fisher, William Ury, and Bruce Patton as part of the Harvard Negotiation Project; it became famous through the book “Getting to Yes” (1981).
Which four principles does it comprise?
Separate people and problem, focus on interests instead of positions, develop options for mutual benefit, and insist on objective criteria.
Is the Harvard Concept too soft?
No. It combines hardness on the issue with fairness toward people – backed by the BATNA as a source of power, not by mere yielding.