“Peel back the layers,” for a deeper, more meaningful negotiation.

Think back to your last negotiation, big or small. Did you truly understand what the other person needed? If the answer is “not quite,” you’re not alone.

In most negotiations, people rarely reveal their deepest needs—sometimes because they don’t even fully understand them themselves. Fear of appearing selfish, foolish, or vulnerable often leads them to focus on surface-level issues instead. Unfortunately, this can result in agreements that don’t stand the test of time because they fail to address the real, underlying desires of those involved.

Enter the Conflict Layer Model—a powerful tool designed to uncover those hidden needs and foster solutions that satisfy everyone at the table.

What Is the Conflict Layer Model?

Introduced in the book Working with Conflict (2000) by Simon Fisher, Dekha Ibrahim Abdi, Jawed Ludin, Richard Smith, Steve Williams, and Sue Williams, the Conflict Layer Model is often called the Onion Model or the PIN Model of Conflict Resolution.

Just like peeling an onion, the model encourages negotiators to strip away superficial layers—positions and interests—to reveal the core needs driving each party. Once these needs are brought to light, the path to a collaborative and lasting resolution becomes much clearer.

Why Do We Hide Our Needs?

When trust is low or stakes feel high, people tend to hide their needs behind a mask of what they want others to see—this is their position. Behind this position lie their interests, which provide reasons for their stance but don’t fully capture their real motivations. The deepest layer is where their needs reside—the fundamental drivers that must be addressed for the negotiation to truly succeed.

By openly sharing your needs, you build trust and encourage others to do the same. This openness sets the stage for a resolution that works for all parties involved.

Note: This model thrives in open, collaborative environments. It’s less effective in negotiations where secrecy is essential or where parties must align strictly with a “party line.” In such cases, alternative approaches, like distributive bargaining, may be better suited.

Applying the Conflict Layer Model

You can use this model both before and during negotiations to better understand your needs and those of others. Let’s break it down into three clear steps:

Step 1: Separate Your Position From Your Interests

Your position is what you’ve stated you want—the visible tip of the iceberg. Your interests are the reasons supporting your position.

To uncover your interests, start by writing down what you’ve expressed publicly and then ask yourself why that matters. Techniques like the 5 Whys can help you dig deeper.

Example:
Jan, a community outreach coordinator for a grocery chain, needs to convince a city council to approve a new downtown store. The council is hesitant but wants to boost foot traffic in the area.

• Jan’s Position: The chain wants to build a purpose-built store downtown.
• Jan’s Interests: High foot traffic, opportunities to participate in community events, and establishing a local presence.

Step 2: Identify Your Needs

Interests often serve as stepping stones to deeper, more intrinsic needs. These are the non-negotiable goals that must be met for the negotiation to succeed.

Be honest with yourself here—what do you truly need, even if it feels uncomfortable to admit?

Example:
Jan reflects on her interests and identifies her deeper needs:

• The chain needs a profitable location to ensure long-term viability.
• The company must build a strong reputation in the community to attract and retain customers.

Step 3: Negotiate From a Place of Openness

Once you’ve uncovered your needs, communicate them clearly to foster mutual trust. This transparency invites the other party to share their needs as well.

From there, work collaboratively to find solutions that address everyone’s core needs. Tools like win-win negotiation and integrative negotiation can help you explore shared goals and trade-offs.

Example:
Jan shares her company’s needs with the city council. In response, the councilors voice their concerns about maintaining the downtown’s charm and supporting local businesses.

Together, they uncover shared goals—boosting foot traffic and community vibrancy. They agree on a solution: the grocery store will feature locally made products and align its design with the area’s aesthetic. Both parties leave satisfied.

Key Takeaways

• The Conflict Layer Model, introduced in Working with Conflict (2000), helps negotiators strip away superficial positions and interests to uncover core needs.
• By addressing these needs, you can craft agreements that are meaningful and long-lasting.
• This approach is best suited for open, collaborative negotiations and aligns closely with the collaboration strategy in Lewicki and Hiam’s Negotiation Matrix.

Ready to dive deeper? Explore tools like the 5 Whys or our guide on Lewicki and Hiam’s Matrix to elevate your negotiation skills even further.