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.


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.


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


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?


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


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


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


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


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


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


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


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”

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