Planning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.

We began this chapter with a basic understanding of the concepts of strategy, and we presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. Having described the model, we then discussed the importance of setting clear goals, based on the key issues at stake. A negotiator who carefully plans will make an effort to do the following:

1. Understand the key issues that must be resolved in the upcoming negotiation.
2. Assemble all the issues together and understand the complexity of the bargaining mix.
3. Understand and define the key interests at stake that underlie the issues.
4. Define the limits—the point where we will walk away or stop negotiating.
5. Define the alternatives—other deals we could do if this deal does not work out.
6. Clarify the target points to be achieved and the opening points—where we will begin the discussion.
7. Understand my constituents and what they expect of me.
8. Understand the other party in the negotiation— their goals, issues, strategies, interests, limits, alternatives, targets, openings, and authority.
9. Plan the process by which I will present and "sell" my ideas to the other party (and perhaps to my own constituency).
10. Define the important points of protocol in the process—the agenda, who will be at the table or observing the negotiation, where and when we will negotiate, and so on.

When negotiators are able to consider and evaluate each of these factors, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.