At one highly successful software company . . . the protocols [to be observed in preparing for and conducting negotiations] include . . . using a set of objective criteria to shape the discussion.
1 Danny Ertel, "Turning Negotiation into a Corporate Capability," Harvard Business Review (May-^June 1999), p. 58.
Objective criteria—there’s a fine phrase. Included within it would be the criteria that can be measured, such as the five core metrics. Without objective criteria, negotiation sessions degenerate into back-and-forth contention in which the most forceful participants tend to dominate. And force often rests more on executive rank than on knowledge of the objective criteria. Aside from ...