Strategies for Joint Problem Solving in Negotiation

Negotiation success: Think smarter, not argue harder. How to use De Bono’s Six Thinking Hats. In my 30 years as a negotiation consultant, Edward de Bono’s Six Thinking Hats combined with state-of-the-art Negotiation principles have often been the difference between success and failure. Especially in extremely challenging negotiations. These thinking styles unlock clarity, creativity, and stronger relationships, even in situations that initially seemed hopeless. Edward de Bono’s Six Hats represent distinct thinking styles crucial for effective negotiation: → White Hat: Facts and objective information. → Red Hat: Emotions and intuition. → Black Hat: Risks and critical judgment. → Yellow Hat: Optimism and positive outcomes. → Green Hat: Creativity and innovative solutions. → Blue Hat: Process control and management. Here’s how I’ve effectively applied these hats in difficult negotiations: 1️⃣ Focus on Interests, Not Positions → White & Red Hats • Clarify underlying facts and interests objectively (White Hat). • Empathize with emotional motivations behind positions (Red Hat). e.g., Employees demand permanent remote work; management wants office return. Objective questioning (White Hat) reveals productivity metrics and workspace usage. Empathy (Red Hat) uncovers emotional interests like flexibility and family time, leading to a hybrid solution. 2️⃣ Invent Options for Mutual Gain → Green & Yellow Hats • Generate creative solutions (Green) highlighting mutual benefits (Yellow). e.g., Companies negotiating resource sharing creatively design a joint venture benefiting both economically. 3️⃣ Use Objective Criteria → White Hat • Anchor negotiations in data-driven benchmarks and unbiased facts. e.g., Parties reference market standards and independent appraisals in lease negotiations, agreeing on fair terms. 4️⃣ Prepare Your BATNA → Black Hat • Critically assess risks, alternatives, and consequences of no agreement. e.g., A buyer evaluates alternative suppliers’ costs and reliability, clearly identifying the best fallback option. 5️⃣ Build Relationships → Red Hat • Recognize and address emotional aspects to build trust. e.g., In heated negotiations, acknowledging frustration and validating concerns reduces tension significantly. 6️⃣ Separate People from the Problem → Blue Hat • Objectively manage the negotiation process to minimize personal conflicts. e.g., A good negotiator sets clear agendas prioritizing shared goals, preventing personal grievances from derailing talks. Next time you’re stuck, pause and ask, “Which hat am I wearing?” Switching hats can open unseen doors.

Mediation Tip #82 – Use this face-saving technique: ask for the opposing party's ideas and then add to them rather than trying to sell them only on your ideas. People are more likely to accept a solution they helped shape. Face-saving techniques preserve dignity and reduce resistance, especially when tensions run high. One effective strategy is to ask for the other party’s suggestions first, acknowledge them, and then build upon their ideas. This collaborative tone avoids triggering defensiveness and reframes negotiation as joint problem-solving. Instead of saying, “Here’s what we want,” try, “What do you think might work?” The more the solution feels like theirs, the more likely they are to support and implement it.

If you want to win a negotiation — give your problem away. I know that sounds counterintuitive. But it works. We’ve all been in that room — The deal’s almost there. One issue’s still hanging. You explain your side. They dig in. Now everyone’s repeating themselves louder, like that’s going to fix it. When that moment hits, here’s a move that changes everything: “Here’s the part of the deal I’m struggling with. If you were in my position, how would you solve it?” You’re not conceding. You’re inviting them into the problem. And here’s the mindset shift: The problem isn’t the other party. The problem is the problem. Quit making it personal. Attack the issue, not the person across the table. This tactic draws from what negotiation expert Chris Voss calls tactical empathy. You don’t need to agree — you need to understand. You listen. You label. You mirror. Then you flip the burden with one disarming question: “How am I supposed to do that?” That one move makes them part of the solution. It also echoes what Fisher and Ury taught at the Harvard Negotiation Project in Getting to Yes: • Separate people from the problem • Focus on interests, not positions • Create options for mutual gain Once someone starts solving your concern out loud, they’ve joined your side of the table. Because the best negotiators don’t fight over the problem. They recruit allies to solve it.