Three positions in negotiation give you flexibility while keeping focus.

Outline / Skeleton

• Hook: Why flexibility matters in negotiation and how a simple trio of positions can steer the conversation.

• The core idea: Develop three distinct positions to balance ambition, realism, and adaptability.

• Break down the three positions:

• Position 1: The ideal outcome (must-haves and big objectives)

• Position 2: The concession or fallback (crucial needs met, some trade-offs)

• Position 3: The flexible, broader option (open, creative, easier to land)

• How to craft the three positions:

• Clarify goals and non-negotiables

• Map concessions and deal-breakers

• Brainstorm alternative proposals

• Test acceptability and feasibility

• Draft clear language for each position

• Practical guidance and pitfalls:

• Keep the trio distinct but connected

• Avoid overloading with too many moving parts

• Practice articulating transitions between positions

• Watch for rigidity or too much leeway

• Real-world analogy: Negotiating a shielded project scope or a vendor agreement

• Quick checklist to implement

• Closing thought: Three positions as a compass that keeps you principled and adaptable

Article: Three Positions, One Clear Path to Flexible Negotiation

Let me ask you something: when two people sit down to strike a deal, how do you stay true to your goals without getting locked in a stalemate? The answer isn’t blueprints or magic tricks. It’s a simple, sturdy framework: develop three positions. In NCCM program certification circles, this triad gives you a reliable rhythm—ambition, compromise, and flexibility—so you can steer conversations toward a win–win without losing sight of what truly matters.

Here’s the thing about negotiation: the other side isn’t a mirror image of you. They bring their own priorities, pressure points, and deadlines. If you show up with only one hard line, you risk bruising the process or missing a lane where a mutually beneficial deal hides. If you parade a long list of demands, you can overwhelm the discussion and derail trust. Three positions strike a balance. They keep your core objectives front and center while inviting creativity and collaboration.

What do these three positions look like in practice? Think of them as three chapters in a story you’re co-writing with the other party.

Position 1: The ideal outcome

This is the horizon you’re aiming for—the must-haves, the non-negotiables that would make the agreement worth signing. It’s the outcome that, if everything went your way, would achieve your strategic objectives. You want it to be clear, compelling, and realistic enough to present as a credible target rather than a fantasy.

Examples:

• A contract that locks in critical scope, timeline, and payment terms.

• A collaboration framework that ensures accountability and measurable results.

• A price point that aligns with your budget ceiling while reflecting value.

Why it matters: a strong first position gives you a beacon to aim for. It also signals to the other side that you’re serious and thoughtful about your goals. But—important caveat—keep it grounded. If the ideal outcome requires superhuman concessions elsewhere, it’s not really ideal; it’s a mirage.

Position 2: The concession or fallback

This is the “we can meet you halfway” stance. It catches what you’re willing to give up, but still protects essential needs. It bridges the gap between the dream and the practicalities you’re facing. The falls here are concrete: what you’ll concede, what you’ll trade off, and what elements you’ll preserve.

Examples:

• Accepting a slightly longer timeline in exchange for a higher level of service or support.

• Reducing a desired feature set but preserving core outcomes that matter most.

• A payment schedule that improves cash flow for you but keeps the overall value intact.

Why it matters: fallbacks prevent negotiations from stalling when the other side pushes back. They’re your reliable leverage without feeling transactional or brittle. The key is to keep your concessions aligned with an underlying principle—don’t concede something that erodes your essential value or integrity.

Position 3: The flexible, broader option

This is the wild card you don’t announce first, but you’re glad to have when the conversation takes an unexpected turn. It’s a broader, more adaptable proposal that can incorporate different elements or even spin off entirely new ideas. This position is your creativity engine: it helps you discover common ground you might not have initially seen.

Examples:

• A revised project plan that adds optional features if the partner brings certain resources.

• A collaborative governance model that allocates decision rights differently, removing bottlenecks.

• A blended price structure that ties payment to milestones and outcomes.

Why it matters: drama-free adaptability. The third position gives you a leash for the discussion to roam without losing your compass. It’s what lets you pivot from a rigid stance to a negotiated settlement that still respects your strategic aims.

How to craft the three positions without wearing out your mental energy

• Start with clarity: what are your non-negotiables, nice-to-haves, and areas where you can bend? Write them down in plain language. The clearer you are, the crisper your three positions will be.

• Map the terrain: draft a quick grid that pairs each position with a likely question, concern, or objection from the other side. This helps you anticipate moves and respond smoothly.

• Brainstorm with a teammate: two heads are better than one for spotting gaps or blind spots. You might discover a third angle you hadn’t considered.

• Test for coherence: do your three positions form a logical arc? The ideal should lead naturally to the fallback, which should then connect to the flexible option. If they feel disjointed, refine them.

• Translate into language: you’ll want ready statements that you can say in the moment. Practice crisp phrases that articulate why a position matters and how it serves both sides.

A few practical tips to keep you balanced

• Keep them distinct, but not isolated. Each position should feel like a natural step in a single conversation, not a different negotiation altogether.

• Avoid the trap of “too many moving parts.” Three well-defined positions beat ten half-baked options every time.

• Practice transitions. A smooth handoff from the ideal to the concession, and then to the flexible option, keeps momentum and signals confidence.

• Watch your tone. Your goal isn’t to bluff or to bluff for long; it’s to be principled and collaborative. Ask questions, invite input, and show you’re listening as you present each position.

• Be mindful of emotional cues. Negotiations aren’t a brain puzzle alone; they’re human interactions. Small empathy nudges—like acknowledging the other party’s constraints—help you keep the conversation constructive.

A real-world lens: how this trio plays out, step by step

Imagine you’re negotiating a vendor agreement for a critical product line. You start with Position 1: the ideal outcome. You’ve identified the exact feature set, delivery schedule, and service commitments your team needs to succeed. The stakes are high, so you present a credible, well-justified target, backed by data and risk assessments.

Then you move to Position 2: the concession. You show you’re willing to adjust the delivery timeline by a few weeks if the vendor can offer a modest discount or improved payment terms. This signals you’re flexible but still serious about value and schedule.

Finally, Position 3: the flexible option. You propose a broader collaboration that includes joint cost-sharing on a pilot, optional add-ons if milestones are met, or a phased rollout plan that reduces risk for both sides. This isn’t a throwaway idea—it’s a thoughtful alternative that could unlock new path dependencies and value.

If the conversation hits a snag, you pivot along the three positions. You might begin with the ideal target, acknowledge a valid constraint, then present the flexible option as a path forward that aligns with both objectives. The trio gives you a confident, structured route to steer the dialogue rather than chasing after a single outcome.

A quick checklist to bring this to life

• Define your ideal outcome (Position 1) in one sentence.

• List three concrete concessions (Position 2 elements) you’re prepared to offer.

• Draft one or two flexible alternatives (Position 3) that could adapt to unexpected changes.

• Prepare a brief rationale for each position (why it matters for you and them).

• Rehearse how you’ll bridge the transitions between positions.

• Review the plan with a trusted peer and adjust.

A few thoughts to close

Three positions aren’t a rigid toy; they’re a flexible framework that mirrors how real deals unfold. You’ll find that a well-tended triad keeps you steady when the pressure rises and open when a new opportunity emerges. It’s not about playing hardball; it’s about playing with intention. You protect your core needs while staying curious enough to discover shared value.

If you’re navigating NCCM certification terrain, this approach is a practical companion. It complements the analytical mindset—risk assessment, stakeholder mapping, governance considerations—with a communicative, human touch. You’re not just filing numbers or ticking boxes; you’re guiding conversations toward outcomes that endure.

A few reflective questions to ponder as you adopt this method:

• How would your three positions weather a typical pushback or deadline pressure?

• Which element in Position 1 is truly non-negotiable, and what would you be willing to concede to preserve it?

• Can your Position 3 introduce a win for both sides, or does it primarily serve as a hedge? If the latter, how can you reframe it to create mutual advantage?

In the end, three positions aren’t about winning on the spot. They’re about guiding the negotiation story with clarity, resilience, and a dash of creativity. They give you a compass and a map at once, helping you navigate the evolving dynamics without losing your bearings.

If you find yourself facing a tough negotiation later today, try sketching your three positions on a sheet of paper. Start with the ideal, anchor it with your must-haves, sketch a credible concession, and then add a flexible, broader option that invites collaboration. You’ll probably notice something interesting: the conversation becomes less about clinging to a single point and more about building toward a shared outcome that respects both sides’ realities. And that, in the end, is what effective negotiation—especially in the context of NCCM—feels like: thoughtful, adaptive, and a little smarter with every exchange.