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er to work out realistic options. Balanced against the interests are objective criteria with which one can evaluate the fairness of demands. Criteria are neutral precedents that both sides to a negotiation can use to develop and benchmark options. In negotiation, we want to see our objective needs met, to known that the agreement is fair, and to be able to explain to stakeholders the key factors upon which decisions were based. If interests and criteria help articulate what we desire, options are proposals for concrete ways of getting it. We sometimes refer to options that meet some or all of each party’s interests as the on—the—table solutions, that is those options we believe have some chance of meeting both parties’ interests. When both sides contribute to putting options on the table, this can lead to greater choice and creativity in coming to an agreement. As you approach negotiation with this new mindset, keep the PIOC visually present. By doing so, you will avoid positional behaviors and clashes that don’t lead to creative solutions to problems. At the same time, you will have the compass you need translate your new collaborative mindset into actual improved negotiation results for all. 2. Application of collaborative principled negotiation To improve your negotiation skills, you must quickly access collaborative principled negotiation tenets and apply them appropriately to resolve real—world problems. You should deftly probe for interests and brainstorm for options without the positional habit of focusing on only one position and use criteria to understand and persuade rather than bully. 3.1Discovery of objective criteria Interests are the cores of business negotiation. When interests are directly opposed, the parties should use objective criteria to resolve their differences. Allowing such differences to spark a battle of wills will destroy relationships, is inefficient, and is not likely to produce wise agreements. Decisions based on reasonable standards make it easier for the parties to agree and preserve their good relationship. The first step is to develop objective criteria. Usually there are a number of different criteria that could be used. The parties must agree which criterion is best for their situation. Criteria should be both legitimate and practical. Scientific findings, professional standards, or legal precedents are possible sources of objective criteria. There are three points to keep in mind when using objective criteria. First each issue should be approached as a shared search for objective criteria. Ask for the reasoning behind the other party’s suggestions. Using the other parties’ reasoning to support your own position can be a powerful way to negotiate. Second, each party must keep an open mind. They must be reasonable, and be willing to reconsider their positions when there is reason to. Third, while they should be reasonable, negotiators must never give in to pressure, threats, or bribes. When the other party stubbornly refuses to be reasonable, the first party may shift discussion from a search for substantive criteria to a search for procedural criteria. 3.2Approved fair procedural standard One way to test for objectivity is to ask if both sides would agree to be bound by those standards. Rather than agreeing in substantive criteria, the parties may create a fair procedure for resolving their dispute. Procedural standard is that dividing a piece of cake by ha