The idea
A position states a requested outcome; an interest explains why that outcome matters. Exploring interests can reveal options beyond a direct split of the stated demands. The aim is to understand constraints and priorities without assuming that every disagreement has an easy joint solution.
Worked example
Two clubs both demand the same meeting room at 6 p.m. The choir needs acoustic isolation; the gardening group needs a projector. Asking why reveals that the choir can use a smaller soundproof room while the gardeners use the projector room. Splitting the room time equally might have served both poorly. The new arrangement comes from information about needs, not from deciding that one club’s opening demand was morally superior.
Use it carefully
People may conceal interests or have constraints they cannot change. An open question is an invitation, not an entitlement to private information. Verify the proposed option against actual requirements and acknowledge conflicts that remain. Do not use “interests” as a polite word for pressuring someone to abandon a boundary. Creating options and allocating value remain distinct tasks.
FROM UNDERSTANDING TO ACTION
Put it to work.
Take a fictional disagreement. Write each position, two possible interests, and a question that tests rather than assumes those interests.
RETRIEVE. REASON. REMEMBER.
Knowledge check.
Choose one answer for each question, then check your reasoning.
Sources & further reading.
Links support the core concepts or identify the book. Examples, exercises, and critical analysis are original Institute material. Source checks are not an independent expert review of every claim.
- Harvard Program on Negotiation: interests and positional bargaining ↗
Harvard Program on Negotiation: interests and positional bargaining; supports the core concept. Scenarios, calculations, and practice questions are original. Source reviewed 2026-10-19.