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t do .It suggests that you look for mutual gains whenever possible, and that where your interests conflict, you should insist that the result be based on some fair standards independent of the will either side. The method of principled negotiation is hard on the merits, soft on the people. It employs no tricks and no posturing. Principled negotiation shows you how to obtain what you are entitled to and still be decent. It enables you to be fair while protecting you against those who would take advantage of your fairness. When the interests of the involved parties are contradictory, an objective criterion should be applied to. 1. System of collaborative principled negotiation 1.1 Four fundamental principles It is very important to view each other as cooperators rather than adversaries in international business negotiation. The process of negotiation is not simply considered as competing but mutual communicating and seeking for common development. Otherwise, they will attack and blame each other, protect and defend habitually each party’s utmost interests and make no concession, which would inevitably lead negotiation into impasse or failure. Instead, they should stand side by side to generate mutual gain and improve their relationship. The interest---based approach of collaborative principled negotiation advocates four fundamental principles of negotiation: 1) separate the people from the problem; 2) focus on interests not positions; 3) invent options for mutual gain; 4) insist on objective criteria. 1.1.1 Separating the people from the problems Every negotiation has two basic components: people and problems. Separating the people from the problems means separating the relationship issues (e.g. perceptions, emotions, communication, reliability and so on ) from the substantive issues (e.g. terms, dates, figures and so on ) and dealing with each set of issues on its own merits, don’t make substantive concessions in the hope of improving relations. Human beings are not computers. We are imperfectly skilled in communication, we perceive the actions and words of others differently and we are creatures of long memories and strong emotions. Emotions, personalities, feelings and so on become entangled in the substance of the problem. And so we will tend to take responses to the issues as personal attacks. It’s generally understood that in negotiations problems will be discussed and resolved if talks are going on in a friendly and sincere atmosphere. Unfortunately more often than not high tension is build up due to negotiators’ prejudice against the other party’s intention. It is conceivable that negotiations would be directed to personal disputes and both sides say something hurting each other when such prejudice or misunderstanding exists. As a result negotiators’ personal feeling is mingled with interests and events to be discussed. For example, you may feel very uncomfortable when your counterpart appears arrogant and superior, so you probably throw out something to knock off his arrogance, which may further irritate him and make him take retaliation action. The focus of negotiation is shifted from interests and issues of both parties to personal dignity and self—respect, thus the attacks and quarrels end up with nothing. In other cases your counterpart may misunderstand your intention and openly show his emotion when you make comments on his opinion and events he has described. People problems o