Negotiation

Harvard Negotiation Project — BATNA, ZOPA, interests vs. positions, leverage.

Where is the real leverage — and what interests sit behind the stated positions?

Canonical thinkers

Underlined seeds link to their full glossary entry. Plain seeds are pending a definition page.

How this layer reinforces, counteracts, or depends on the rest of the system.

Instance of·Layer
This layer is an instance of Game Theory
Negotiation is the most-played repeated game in human life — Fisher & Ury is applied Schelling.

16 HBEs

The first number on the table silently sets the range for every number after it.

Pairing a sensory cue with a desired internal state until the cue reliably evokes the state.

Over-reliance on the first number that hits the table.

Pay tied to stock price encourages short-term price management.

Fixed costs don't scale with output; variable costs do.

Bad teams 'tank' for better draft positions.

Important-but-not-urgent is where strategic leverage lives.

Research outcomes tend to favor the interests of the funders.

Below visible events sit patterns, structures, and mental models — each layer more leveraged than the last.

Three viewpoints on the same situation: self (1st), other (2nd), observer (3rd). Cycle through all three for a complete read.

A written model of how your specific leverage produces the outcome you care about.

Individual rationality produces collective irrationality.

A negotiation between conscious goals and the unconscious 'positive intention' behind a problem behavior.

Have a thesis. Update it on evidence.

Practicing a way of thinking until it runs without conscious effort.

Reach incentives push creators toward extreme positions and shock content.