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onal. There are three points will be considered when telling if a criterion is objective or not: 1) An objective criterion should be independent of wills of all parties and thus be free from sentimental influence of any one. 2) An objective criterion should be valid and realistic. 3) An objective criterion should be at least theoretically accepted by both sides, as in the case of MIT model Negotiation doesn’t have to mean giving in or bowing to the will of another party by using objective criteria and standards. Insisting on the use of objective standards, precedents, law or principles is a means both to persuade the other side that an agreement is fair and to protect your side from being coerced. Standards of legitimacy also make it easier to explain an agreement to one’s constituents. 1.2 Characteristics of collaborative principled negotiation Criterion is the measurement of solving all divergences. Objective criteria can greatly simplify the negotiation process and is a good way out when the participants can’t decide which option is just and reasonable. If union and management are struggling over a contract, they can look to see what other similar companies have agreed to use as an outside objective criterion. If people are negotiating over the price of a car or a house, they can look at what similar house or cars have sold for. This gives all sides more guidance as to what is “fair”, and makes it hard to oppose offers in this range. Abiding by criteria, negotiators analyze problems calmly and objectively, which is helpful to reach a wise and fair agreement and implement it effectively and actually. Criteria are independent of wills, therefore decrease the functions of individual opinions and embody negotiation fairness. 2.3 A new framework of PIOC Collaborative principled negotiation is not only to improve negotiators’ skills and aid them all winners, but also to provide a new mindset about negotiation that can create as large a set of positive outcomes for all parties involved. It offers a simple, memorable and effective negotiation framework by focusing on four fundamental components—problems, interests, options and criteria. Applied successfully, the PIOC framework can help to create breakthrough results in any negotiation situation by helping negotiation participants move away from clashing and toward collaboration. 4.5.1.1.1 Each point of PIOC relates directly to its adjacent points. For instance, parties about to engage in a negotiation have specific needs of interests they want meet, and these may underlie the positions they come to the table demanding. The parties’ interests will help them generate possible solutions or options to resolving the dispute. The options can be further refined through the filter of neutral criteria, objective standards or benchmarks. While many experienced negotiators begin with interests when thinking through a negotiation process, PIOC’s four facets work in any order. For instance, a set of criteria can help spark ideas for options. Alternatively, a list of problems helps clarify its interests. For negotiation success, you must first know what you want. Take an honest inventory of your underlying interests when you engage in any negotiation. Arguably, there are your subjective interests, tailor—made to your side given your situation, expectations and experiences. Likewise, each side must anticipate and analyze the other side’s potential interests in ord