Mutual Gains Approach (MGA)
In this article, we discuss the Mutual Gains Approach (MGA), a negotiation strategy developed at Harvard University. We clarify exactly what the approach means, why it is important for professionals in various sectors, and how you can apply MGA in practice. In addition, we show how you can immerse yourself in it through a course or training. After studying this article, you will be aware of ways you can use MGA to reach sustainable and constructive agreements, where all parties involved leave the meeting as winners. Enjoy your reading!
What is the Mutual Gains Approach (MGA)?
The Mutual Gains Approach is a systematic negotiation strategy that focuses on generating value for all parties involved. Unlike usual negotiation methods that focus on win-lose, MGA puts the focus on cooperation, openness and jointly addressing conflicts of interest. The method was developed within the Harvard Negotiation Project, which is internationally renowned for its innovations in negotiation and conflict management.
MGA is not about deciding who “wins” or “loses”, but about developing creative solutions that consider the interests of all stakeholders as much as possible. This makes this approach well suited to complex negotiation situations where long-term relationships, trust and reputation are important, such as in labour relations, government projects or business collaborations.
Why is MGA important?
In an increasingly complex world where cooperation between different stakeholders is crucial, MGA provides a solid framework for reaching sustainable agreements. Current traditional strategies often revolve around who can use their power the smartest. Parties then focus on the highest possible profits or forcing concessions. In the short term, this seems a good outcome but in the long term it often leads to mistrust and unstable outcomes.
MGA offers an alternative here: by focusing on interests rather than positions and creating space for creative solutions, the likelihood of agreements being both effective and sustainable increases. Moreover, MGA promotes relationship retention, which is especially important in environments where parties continue to work with each other for long periods of time.
The four phases of the Mutual Gains Approach
The Mutual Gains Approach (MGA), as read earlier, is a structured negotiation method aimed at creating value for all parties involved, while preserving relationships and reputations. MGA consists of four successive phases that together ensure effective and sustainable agreements.
Figure 1 – The four phases of the Mutual Gains Approach
Prepare: identify interests and possible alternatives
A successful MGA starts with careful preparation. This means not only recognising your own interests, objectives and possible concessions, but also trying to understand the interests of the other party or parties. It is crucial to understand the distinction between positions (what someone claims to want) and interests (why someone wants it). By understanding the fundamental interests, creative and more sustainable solutions can be discovered.
It is also important to know your BATNA well. By BATNA, we mean the best alternative you have behind you if negotiations fail. The stronger this alternative is, the better your negotiating position and the more confident you are at the table.
Create value: look for mutual benefits
This phase is about finding beneficial solutions together for all concerned. The aim is to increase the “bargaining chip” rather than simply dividing it. This requires creativity, transparency and trust. By asking open questions and jointly exploring alternatives, parties involved can discover new opportunities not previously considered.
Value creation can be achieved by adding new topics to the negotiation table, exchanging concessions with unequal value (logrolling) or involving a third party with additional resources. Value creation is the essence of MGA: as both parties perform better, the likelihood of a deal increases.
Evaluate options: use objective criteria
When several possible solutions are available, it is time to evaluate them using objective criteria. This prevents emotions, power or intimidation from taking control. Consider industry averages, legal standards, similar situations or scientific data. MGA aims for legitimacy and openness.
It is essential that both parties can identify with the assessment criteria chosen. This not only ensures that the agreement is seen as fairer, but also increases the likelihood of compliance. At this stage, you also establish what happens if certain agreements are not respected, which increases the enforceability of the agreement.
Implement and monitor: compliance and feedback
An agreement is only really useful if it is properly implemented and complied with. MGA therefore stresses the need for an effective implementation strategy. Remember to have clear agreements on timelines, responsibilities and monitoring systems. In addition, there should be opportunity for feedback and review when circumstances change.
Monitoring contributes to the involvement of both parties and increases trust in the collaboration. An essential lesson from MGA is that execution is as essential as the negotiations themselves.
Example of the Mutual Gains Approach
A telling example of the Mutual Gains Approach in the public sector is the successful negotiation between the United States and Mexico over shared natural resources, such as Colorado River water and oil fields in the Gulf of Mexico. These negotiations were led by Bruno Verdini, who interviewed dozens of stakeholders to understand the keys to successful mutually beneficial negotiations. The parties recognised each other’s interests and worked together to find creative solutions that were mutually beneficial to both countries. This resulted in sustainable agreements that not only yielded economic benefits but also contributed to conserving natural resources and strengthening the bilateral relationship.
This example shows how the Mutual Gains Approach can be effectively applied in complex negotiations within the public sector, where cooperation and recognition of mutual interests lead to sustainable and beneficial outcomes for all parties involved.
Considerations and pitfalls
The Mutual Gains Approach (MGA) has numerous benefits, but also requires certain skills. Consider active listening, showing empathy, creative thinking and the ability to support group dynamics. A common mistake is for parties to ignore their views rather than discuss underlying interests. A lack of trust can also lead to missing vital information.
It is therefore essential to provide a safe atmosphere for discussions in which everyone feels heard. Bringing in a neutral party, such as a mediator or facilitator, can be helpful here. This facilitator creates structure, ensures the transparency of the conversation and promotes cooperation. Negotiation methods, such as sifting through interests and looking for joint solutions, are crucial here.
Conclusion: negotiating with added value
The Mutual Gains Approach (MGA) represents an effective and forward-looking alternative to traditional negotiation techniques.
By focusing interests rather than positions and putting cooperation and creativity first, involved parties can achieve solutions that are sustainable, equitable and widely supported. Whether it concerns international treaties, municipal projects or complex collaborations in the construction and energy sectors, MGA supports the parties involved in achieving the best result from negotiations, without jeopardising the relationship or reputation.
By consciously applying this approach and developing the necessary skills, professionals can effectively contribute to positive decisions and shared benefits. In the long run, this provides your organisation with sustainable results and a stronger competitive position.
It’s Your Turn
Are you already familiar with the Mutual Gains Approach? Have you already applied this negotiation strategy in your work practice, or do you plan to use MGA in future negotiations? And what insights have you gained about the importance of interests over positions?
Share your experiences, questions or tips in the comment box below this article. Want to read further? Then also check out our articles on negotiation skills, conflict management and collaboration models. That way, you will continue to develop yourself as a powerful and constructive interlocutor.
More information
- Movius, H., Matsuura, M., Yan, J., & Kim, D. Y. (2006). Tailoring the mutual gains approach for negotiations with partners in Japan, China, and Korea. Negotiation Journal, 22(4), 389-435.
- Susskind, L., & Field, P. (1996). Dealing with an angry public: The mutual gains approach to resolving disputes. Simon and Schuster.
- Susskind, L. E., & Landry, E. M. (1991). Implementing a mutual gains approach to collective bargaining. Negotiation Journal, 7(1), 5-10.
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Weijers, L. (2025). Mutual Gains Approach (MGA). Retrieved [insert date] from Toolshero: https://www.toolshero.com/decision-making/mutual-gains-approach/
Original publication date: 06/13/2025 | Last update: 06/13/2025
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Lars Weijers
Lars Weijers is an experienced copywriter with an extensive marketing communications background. His specialisms lie in creative and active writing, combined with good search engine findability. Lars also works as an event and account manager with a commercial focus.
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