angry and resentful.

In that meeting, I took the position approach described in Fisher and Ury (1991) in their book Getting to Yes . I let my supervisor know that I was not in agreement with her and began to explain my view of my own performance, which I carefully backed with facts and figures. I made sure she understood that I deserved a much better

Negotiations are often associated with labor union contract, with strongly held positions, or with conflicting situations. However, looking at negotiating from a better perspective, we are surprised to find that it is much a part of our daily life. Daily, we bring negotiations into our relationships, our businesses, and our employment practices.

In recalling the different negotiations in which I have been involved, one stands clearly in my mind. It was a performance appraisal meeting at a former place of employment. I can recall how the meeting took place and its unproductive results. Later I learned effective negotiation skills that would have produced a winning outcome for all parties involved.

Performance appraisals were conducted once a year in my former organization. I dreaded that review because a new manager that had not observed the employees' job performance would conduct it. Rumor had it that she would evaluate every one as merely competent employees, and contrary to my expectations, the rumor turned out to be true.

My performance appraisal meeting became no more than a full review of all the dimensions in my job description. To each dimension she attached an equal sign to signify that I had performed as expected. There were no instances in which she thought that I had performed above expectations, and with that, I firmly disagreed. Not only did I disagree, but also I sensed I was becoming angry and resentful.

In that meeting, I took the position approach described in Fisher and Ury (1991) in their book Getting to Yes . I let my supervisor know that I was not in agreement with her and began to explain my view of my own performance, which I carefully backed with facts and figures. I made sure she understood that I deserved a much better r

alling the different negotiations in which I have been involved, one stands clearly in my mind. It was a performance appraisal meeting at a former place of employment. I can recall how the meeting took place and its unproductive results. Later I learned effective negotiation skills that would have produced a winning outcome for all parties involved.

Performance appraisals were conducted once a year in my former organization. I dreaded that review because a new manager that had not observed the employees' job performance would conduct it. Rumor had it that she would evaluate every one as merely competent employees, and contrary to my expectations, the rumor turned out to be true.

My performance appraisal meeting became no more than a full review of all the dimensions in my job description. To each dimension she attached an equal sign to signify that I had performed as expected. There were no instances in which she thought that I had performed above expectations, and with that, I firmly disagreed. Not only did I disagree, but also I sensed I was becoming angry and resentful.

In that meeting, I took the position approach described in Fisher and Ury (1991) in their book Getting to Yes . I let my supervisor know that I was not in agreement with her and began to explain my view of my own performance, which I carefully backed with facts and figures. I made sure she understood that I deserved a much better

rformance appraisals were conducted once a year in my former organization. I dreaded that review because a new manager that had not observed the employees' job performance would conduct it. Rumor had it that she would evaluate every one as merely competent employees, and contrary to my expectations, the rumor turned out to be true.

My performance appraisal meeting became no more than a full review of all the dimensions in my job description. To each dimension she attached an equal sign to signify that I had performed as expected. There were no instances in which she thought that I had performed above expectations, and with that, I firmly disagreed. Not only did I disagree, but also I sensed I was becoming angry and resentful.

In that meeting, I took the position approach described in Fisher and Ury (1991) in their book Getting to Yes . I let my supervisor know that I was not in agreement with her and began to explain my view of my own performance, which I carefully backed with facts and figures. I made sure she understood that I deserved a much better

isal meeting became no more than a full review of all the dimensions in my job description. To each dimension she attached an equal sign to signify that I had performed as expected. There were no instances in which she thought that I had performed above expectations, and with that, I firmly disagreed. Not only did I disagree, but also I sensed I was becoming angry and resentful.

In that meeting, I took the position approach described in Fisher and Ury (1991) in their book Getting to Yes . I let my supervisor know that I was not in agreement with her and began to explain my view of my own performance, which I carefully backed with facts and figures. I made sure she understood that I deserved a much better

angry and resentful.

In that meeting, I took the position approach described in Fisher and Ury (1991) in their book Getting to Yes . I let my supervisor know that I was not in agreement with her and began to explain my view of my own performance, which I carefully backed with facts and figures. I made sure she understood that I deserved a much better rating. She took the position approach as well. She reinstated that all of my facts showed that my performance was as expected, and no more. I tried with examples to convince her, but she had taken a stand and would not back down. I did likewise. We were locked in our positions and did not reach a satisfactory agreement.

That performance review caused me to feel as if I had been in a battlefield and lost. I began to see my supervisor as my adversary and our work relationship suffered. I learned that the position approach does not produce a wise or beneficial outcome for either party. If the situation were to occur again, I could handle that negotiation in a much better way.

The circumstances would be the same. My new supervisor would have little knowledge of the employees' performance for the previous months and would opt for a competent evaluation across the board. I would be rated as a competent employee also. But here is where I would differ from my real experience. My new negotiation approach would be principle negotiation, negotiation on the merits.

I would begin by separating the people from the problem, as outlined by Fisher & Ury (1991) in the book Influence. In this case, separating the people from the problem meant to understand why she felt compelled to evaluate me in such way. Perhaps she was told to do so by her own supervisor, or may be she understood this to be a fair way of evaluating