Download - Neg ss 40
Two principles of assertionTwo principles of assertion
You You don’t getdon’t get what you don’t get ask for what you don’t get ask for
You get You get a lota lot of what you do ask for of what you do ask for
Source: Andrew GibbonsSource: Andrew Gibbons
Two ways to view interpersonal Two ways to view interpersonal
fearfear F F antasy antasy
E E xpressedxpressed
AA s s
R R ealityeality
F F alsealse
EE vidence vidence
A A ppearingppearing
RR eal eal
Two aspects to a negotiation positionTwo aspects to a negotiation position
A position is a solution to the underlying issueA position is a solution to the underlying issue
A position is what is decided upon.A position is what is decided upon.
Source: NZ SteelSource: NZ Steel
Three thoughts on interests and positionsThree thoughts on interests and positions
The real issues in conflict management and negotiation are interests not positions.The real issues in conflict management and negotiation are interests not positions.
Look beneath positions, find shared and conflicting interests.Look beneath positions, find shared and conflicting interests.
Skilled negotiators resolve conflict by uncovering all interests, and seek to build on Skilled negotiators resolve conflict by uncovering all interests, and seek to build on common ones.common ones.
Source: NZ SteelSource: NZ Steel
Four steps to negotiationFour steps to negotiation
Start with the end in mindStart with the end in mind
Help them prepare too - no surprisesHelp them prepare too - no surprises
Seek and build alignment of interestsSeek and build alignment of interests
Send one message - be organisedSend one message - be organised
From: Danny ErtelFrom: Danny Ertel
Four aspects of a negotiation interestFour aspects of a negotiation interest
An interest is:An interest is:
A desire, concern, goal or need that drives a position.A desire, concern, goal or need that drives a position.
An interest is what caused you to come to a conclusion.An interest is what caused you to come to a conclusion.
Source: NZ SteelSource: NZ Steel
Four ways to persuadeFour ways to persuade
Quickly establish credibilityQuickly establish credibility
Frame your position on common groundFrame your position on common ground
Provide evidence supporting your wantsProvide evidence supporting your wants
Connect at an emotional levelConnect at an emotional level
Source: Jay CongerSource: Jay Conger
Source: Butz & GoodsteinSource: Butz & Goodstein
Four dilemmas for negotiatorsFour dilemmas for negotiators
Conceding or Being stubbornConceding or Being stubborn
Be jovial or HostilityBe jovial or Hostility
Bending or DomineeringBending or Domineering
Uncommitted or UndercommittedUncommitted or Undercommitted
Source: W MasterbrookSource: W Masterbrook
Four stages of negotiationFour stages of negotiation
Prepare Assess objectives - yours and theirsPrepare Assess objectives - yours and theirs Decide on areas of possible flexibilityDecide on areas of possible flexibility Plan approach and sequence of eventsPlan approach and sequence of events
Discuss Exchange positions and issuesDiscuss Exchange positions and issues Create a positive working climateCreate a positive working climate Listen carefully and question thoroughlyListen carefully and question thoroughly
Propose Specify what you wantPropose Specify what you want Seek compromise - get a win/win if possibleSeek compromise - get a win/win if possible
Bargain Ask for what you want - modify if you needBargain Ask for what you want - modify if you need Don’t concede without trading Don’t concede without trading
Four essentials for negotiationFour essentials for negotiation
Separate the people from the problemSeparate the people from the problem
Focus on interests not positionsFocus on interests not positions
Generate many optionsGenerate many options
Use objective standardsUse objective standards
Source: Fisher and UrySource: Fisher and Ury
Four reasons not to show your Four reasons not to show your
handhand Sensitive or privileged informationSensitive or privileged information
Information not yours to shareInformation not yours to share
Information that diminishes your powerInformation that diminishes your power
Information that may fluctuateInformation that may fluctuate
Four sources of conflictFour sources of conflict CommoditiesCommodities
PrinciplesPrinciples
TerritoryTerritory
RelationshipsRelationships
Source: Conflict resolution networkSource: Conflict resolution network
Four ways to manage emotionsFour ways to manage emotions ExpressingExpressing
ContainingContaining
ReactingReacting
RespondingResponding
Four ‘C’s of negotiationFour ‘C’s of negotiation
Capitulation give in…bad ideaCapitulation give in…bad idea
Coercion force a short term ‘solution’Coercion force a short term ‘solution’
Compromise bargain and trade to agreementCompromise bargain and trade to agreement
Consensus total harmony of opinionConsensus total harmony of opinion
Source: Andrew GibbonsSource: Andrew Gibbons
Five ways to get past ‘no’Five ways to get past ‘no’
Don’t react, go to the balconyDon’t react, go to the balcony
Disarm them: go to their sideDisarm them: go to their side
Change the game: don’t reject…reframeChange the game: don’t reject…reframe
Make it easy to say yes, build a golden bridgeMake it easy to say yes, build a golden bridge Make it hard to say no, bring them to theirMake it hard to say no, bring them to their senses not their kneessenses not their knees Source: Source: William UryWilliam Ury
Five things rules for investigative negotiationFive things rules for investigative negotiation Find out why your counterpart wants what they wantFind out why your counterpart wants what they want
Seek to understand and mitigate the other’s constraintsSeek to understand and mitigate the other’s constraints
Interpret demands as opportunitiesInterpret demands as opportunities
Create common groundCreate common ground
Keep investigating even after the deal has goneKeep investigating even after the deal has gone
Source: Malhotra and Bazerman Source: Malhotra and Bazerman
Five things negotiators must knowFive things negotiators must know What you want and what you don’tWhat you want and what you don’t
What other parties want and don’tWhat other parties want and don’t
Your concessionsYour concessions
Your alternativesYour alternatives
Subject matter – yours and the other’sSubject matter – yours and the other’s
Source: John Dolany Source: John Dolany
Five factors around power and influenceFive factors around power and influence
Technical competenceTechnical competence
CredibilityCredibility
Trust and honestyTrust and honesty
Interpersonal skillsInterpersonal skills
Drive, energy and enthusiasmDrive, energy and enthusiasm
Source: Mike PhippsSource: Mike Phipps
Five ways to handle conflictFive ways to handle conflict
Competing assertive and unco-operativeCompeting assertive and unco-operative
Collaborating assertive and co-operativeCollaborating assertive and co-operative
Avoiding unassertive and unco-operativeAvoiding unassertive and unco-operative
Accommodating unassertive and co-operativeAccommodating unassertive and co-operative
Compromising mid-point on both dimensionsCompromising mid-point on both dimensions Source: Robert BlakeSource: Robert Blake
Six types of assertionSix types of assertion BasicBasic
EmpatheticEmpathetic
ConsequenceConsequence
Negative feelingsNegative feelings
DiscrepancyDiscrepancy
ResponsiveResponsive Source: Ken and Kate BackSource: Ken and Kate Back
Six parts to a BATNA:Six parts to a BATNA:
BB est est
AA lternative lternative
TT o o
NN egotiated egotiated
AA greement greement Source: Ury and FisherSource: Ury and Fisher
Six parts to the Six parts to the POTASHPOTASH model model of negotiationof negotiation
PP lanninglanning O O peningpening T T esting out esting out A A djustingdjusting S S hapinghaping
H H andshakingandshaking
Six things really good negotiators do wellSix things really good negotiators do well Consider the context Consider the context
Build relationshipsBuild relationships
Commit explicitly to honesty and opennessCommit explicitly to honesty and openness
Negotiate in personNegotiate in person
Deal with the principalDeal with the principal
Trust, but verifyTrust, but verify
Source: Roy LewickiSource: Roy Lewicki
Six questions on personal powerSix questions on personal power
What does power mean to you?What does power mean to you?
Who has power over you?Who has power over you?
Over whom do you have power?Over whom do you have power?
Around whom do you feel powerful?Around whom do you feel powerful?
Around whom do you feel powerless?Around whom do you feel powerless?
How do you manage your power?How do you manage your power?
Source: Conflict resolution networkSource: Conflict resolution network
Six reasons we don’t use personal powerSix reasons we don’t use personal power We comply unwillingly with othersWe comply unwillingly with others
We don’t use our skills and talentsWe don’t use our skills and talents
We choose not to be assertiveWe choose not to be assertive
We are afraid to askWe are afraid to ask
We feel trapped by past difficultiesWe feel trapped by past difficulties
We use disempowering languageWe use disempowering language
Source: Conflict resolution networkSource: Conflict resolution network
Six mistakes in negotiationSix mistakes in negotiation
Neglecting the other side’s interestsNeglecting the other side’s interests
Letting price bulldoze other interestsLetting price bulldoze other interests
Searching too hard for common groundSearching too hard for common ground
Letting positions drive out interestsLetting positions drive out interests
Neglecting BATNAsNeglecting BATNAs
Not recognising your own partialityNot recognising your own partiality
Source: James SibeniusSource: James Sibenius
Source: Butz & GoodsteinSource: Butz & Goodstein
Seven steps to rational negotiationSeven steps to rational negotiation InterestsInterests
OptionsOptions
AlternativesAlternatives
LegitimacyLegitimacy
RelationshipsRelationships
PeoplePeople
CommitmentCommitment
Source: Harvard University Source: Harvard University
Eight signs of a successful negotiation teamEight signs of a successful negotiation team Size of the teamSize of the team
A united frontA united front
Role fitRole fit
Mutual respectMutual respect
Preparation time spent wellPreparation time spent well
Clarity of personal contributions and outcomesClarity of personal contributions and outcomes
LeadershipLeadership
Time spent together developing understandingTime spent together developing understanding
Source: Andrew GibbonsSource: Andrew Gibbons
Eight things negotiators can do...Eight things negotiators can do...
Say ‘no’ effectivelySay ‘no’ effectively
Inspire confidenceInspire confidence
Be ingeniousBe ingenious
‘‘Take it’ without negative reactionsTake it’ without negative reactions
Be a patient listenerBe a patient listener
Have a sense of humourHave a sense of humour
See the wider context - the wider pictureSee the wider context - the wider picture
Articulate complex issues clearly and concisely Articulate complex issues clearly and concisely
From: Bruce MorseFrom: Bruce Morse
Source: Butz & GoodsteinSource: Butz & Goodstein
Eight keys to negotiationEight keys to negotiation
Offer incentives - create a need and a wantOffer incentives - create a need and a want
Put a price on the status quoPut a price on the status quo
Seed ideas early - build on theseSeed ideas early - build on these
Reframe if you need - keep it flexibleReframe if you need - keep it flexible
Build consensus - seek common groundBuild consensus - seek common ground
Help others save faceHelp others save face
Keep the dialogue going Keep the dialogue going
Look for new perspectives - be creativeLook for new perspectives - be creative
From:: D Kolb and J WilliamsFrom:: D Kolb and J Williams
Source: Butz & GoodsteinSource: Butz & Goodstein
Nine ideas for negotiatorsNine ideas for negotiators Don’t get personal Don’t get personal
Control your emotionsControl your emotions
Don’t talk out of schoolDon’t talk out of school
Leave something on the table for the other guyLeave something on the table for the other guy
First offers aren’t final offersFirst offers aren’t final offers
Don’t negotiate with yourselfDon’t negotiate with yourself
Don’t be afraid to take a riskDon’t be afraid to take a risk
Don’t over- attribute strength to other parties Don’t over- attribute strength to other parties
Seek expertise if you needSeek expertise if you need
Source: Robert WinnerSource: Robert Winner
Nine tips for negotiatorsNine tips for negotiators Focus on interests first, positions second Focus on interests first, positions second
Build trustBuild trust
ListenListen
ProbeProbe
Challenge everythingChallenge everything
Be patientBe patient
Don’t make the first moveDon’t make the first move
Don’t accept the first offerDon’t accept the first offer
Don’t make unilateral concessionsDon’t make unilateral concessions
Source: Poyner and SprouillSource: Poyner and Sprouill
Nine keys to negotiationNine keys to negotiation
Have an alternative - negotiate with freedom of choiceHave an alternative - negotiate with freedom of choice
Negotiate when you have an agreement in principleNegotiate when you have an agreement in principle
Aim high, first positions set limits on best possible outcomesAim high, first positions set limits on best possible outcomes
Let the other party state their case and wants firstLet the other party state their case and wants first
List and clarify what the others want before you get startedList and clarify what the others want before you get started
Bargain and trade - don’t just give anything awayBargain and trade - don’t just give anything away
Keep the whole picture in mind throughoutKeep the whole picture in mind throughout
Be alert for variable and new issues throughout the processBe alert for variable and new issues throughout the process
Keep accurate notes and summarise progress continuously Keep accurate notes and summarise progress continuously Source: Alan ChapmanSource: Alan Chapman
Ten ‘right’s as a personTen ‘right’s as a person
I have a right to:I have a right to:
Be treated with respect as an equal person Be treated with respect as an equal person
Define my needs and ask reasonably for what I want and needDefine my needs and ask reasonably for what I want and need
Define my own limits and to say ‘no’Define my own limits and to say ‘no’
Express my feelings and opinionsExpress my feelings and opinions
Make my own decisions and to change my mindMake my own decisions and to change my mind
Seek clarification and understanding if something is not clearSeek clarification and understanding if something is not clear
Make mistakes without feeling guilty or made to look foolish Make mistakes without feeling guilty or made to look foolish
Hold my own set of values Hold my own set of values
Be listened to when I speakBe listened to when I speak
Refuse to take inappropriate responsibility for other’s issuesRefuse to take inappropriate responsibility for other’s issues
Ten ways to counter an impasseTen ways to counter an impasse When stuck, talk about how you feelWhen stuck, talk about how you feel
Reframe the issueReframe the issue
Break complex issues downBreak complex issues down
When in doubt, restate, restate, restateWhen in doubt, restate, restate, restate
Stay flexibleStay flexible
Affirm areas of agreementAffirm areas of agreement
Clarify criteriaClarify criteria
Reaffirm or revise ground rulesReaffirm or revise ground rules
Take a break Take a break
Explore alternativesExplore alternatives
TheThe best best negotiators do this:negotiators do this:
Spend the time it takes to prepare really wellSpend the time it takes to prepare really well
Test understanding and summarise a lotTest understanding and summarise a lot
Ask many questions to clarify and exploreAsk many questions to clarify and explore
Give ‘internal’ informationGive ‘internal’ information
Flag up behaviour - unless disagreeingFlag up behaviour - unless disagreeing
Avoid ‘irritators’Avoid ‘irritators’
Never make immediate counter-proposals Never make immediate counter-proposals
Don’t get into defend/attack spiralsDon’t get into defend/attack spirals
Work through one issue at a timeWork through one issue at a time
Recognise and emphasise common groundRecognise and emphasise common ground
Assess their performance thoroughlyAssess their performance thoroughly
Source: Andrew GibbonsSource: Andrew Gibbons
Twelve ways to win people to your way of Twelve ways to win people to your way of thinkingthinking
The only way to get the best of an argument is to avoid itThe only way to get the best of an argument is to avoid it
Show respect for the other person’s opinionsShow respect for the other person’s opinions
If you are wrong, admit it quickly and emphaticallyIf you are wrong, admit it quickly and emphatically
Begin in a friendly wayBegin in a friendly way
Get the other person saying ‘yes yes’ immediatelyGet the other person saying ‘yes yes’ immediately
Let the other person do a great deal of the talkingLet the other person do a great deal of the talking
Let the other person feel that the idea is his or hersLet the other person feel that the idea is his or hers
Try honestly to see things from the other person’s point of viewTry honestly to see things from the other person’s point of view
Be sympathetic with the other person’s ideas and desiresBe sympathetic with the other person’s ideas and desires
Appeal to the nobler motivesAppeal to the nobler motives
Dramatise your ideasDramatise your ideas
Throw down a challengeThrow down a challenge
Source: Dale CarnegieSource: Dale Carnegie
Thirteen key issues around NegotiationThirteen key issues around Negotiation
PeoplePeople ObjectivesObjectives PrinciplesPrinciples
TimingTiming Bargaining/tradingBargaining/trading
MovementMovement AuthorityAuthority ControlControl
Convergence/divergenceConvergence/divergence BATNAsBATNAs
SkillsSkills LeverageLeverage
History and aftermathHistory and aftermath
Source: Andrew GibbonsSource: Andrew Gibbons
Can you distinguish between interests Can you distinguish between interests and positions? and positions?
Can you give examples?Can you give examples?
““The only behaviour we can control is our own”The only behaviour we can control is our own”