INTRODUCTION

Negotiation skills as a desirable asset for job candidates, but the ability to negotiate requires a collection
of interpersonal and communication skills used together to bring a desired result. The circumstances of
negotiation occur when two parties or groups of individuals disagree on the solution for a problem or
the goal for a project or contract. A successful negotiation requires the two parties to come together and
hammer out an agreement that is acceptable to both.

During a negotiation, you may choose to use a passive, aggressive or assertive communication style.
Using an assertive style will help increase your chances of negotiating successful outcomes for your
business. Passive communicators are inclined to use ambiguous language, adopt under-confident body
language, and give in to demands too easily. Aggressive communicators take a confrontational approach
that tends to alienate other parties and destroy negotiations.

Strong negotiators master written, verbal and non-verbal communication. They adopt a conscious,
assertive approach to their communication. Good negotiators are:

- Flexible

- Creative

- Aware of themselves and others

- Good planners

- Honest

- Win-win oriented

- Good communicators

Effective negotiation skills are:

Problem Analysis

Effective negotiators must have the skills to analyze a problem to determine the interests of each party in
the negotiation. A detailed problem analysis identifies the issue, the interested parties and the outcome
goals. For example, in an employer and employee contract negotiation, the problem or area where the
parties disagree may be in salary or benefits. Identifying the issues for both sides can help to find a
compromise for all parties.

Preparation

Before entering a bargaining meeting, the skilled negotiator prepares for the meeting. Preparation
includes determining goals, areas for trade and alternatives to the stated goals. In addition, negotiators
study the history of the relationship between the two parties and past negotiations to find areas of
agreement and common goals. Past precedents and outcomes can set the tone for current negotiations.

Active Listening

Negotiators have the skills to listen actively to the other party during the debate. Active listening involves
the ability to read body language as well as verbal communication. \t is important to listen to the other
party to find areas for compromise during the meeting. Instead of spending the bulk of the time in
negotiation expounding the virtues of his viewpoint, the skilled negotiator will spend more time listening
to the other party.

Emotional Control

It is vital that a negotiator have the ability to keep his emotions in check during the negotiation. While a
negotiation on contentious issues can be frustrating, allowing emotions to take control during the
meeting can lead to unfavorable results. For example, a manager frustrated With the lack of progress
during a salary negotiation may concede more than is acceptable to the organization in an attempt to
end the frustration. 0n the other hand, employees negotiating a pay raise may become too emotionally
involved to accept a compromise with management and take an all or nothing approach, which breaks
down the communication between the two parties.

Verbal Communication
Negotiators must have the ability to communicate clearly and effectively to the other side during the
negotiation. Misunderstandings can occur if the negotiator does not state his case Clearly. During a
bargaining meeting, an effective negotiator must have the skills to state his desired outcome as well as
his reasoning.

Collaboration and Teamwork

Negotiation is not necessarily a one side against another arrangement. Effective negotiators must have
the skills to work together as a team and foster a collaborative atmosphere during negotiations. Those
involved in a negotiation on both sides of the issue must work together to reach an agreeable solution.

Problem Solving

Individuals with negotiation skills have the ability to seek a variety of solutions to problems. Instead of
focusing on his ultimate goal for the negotiation, the individual with skills can focus on solving the
problem, which may be a breakdown in communication, to benetit both sides of the issue.

Decision Making Ability

Leaders with negotiation skills have the ability to act decisively during a negotiation. It may be necessary
during a bargaining arrangement to agree to a compromise quickly to end a stalemate.

Interpersonal Skills

Effective negotiators have the interpersonal skills to maintain a good working relationship with those
involved in the negotiation. Negotiators with patience and the ability to persuade others without using
manipulation can maintain a positive atmosphere during a difficult negotiation.

Ethics and Reliability

Ethical standards and reliability in an effective negotiator promote a trusting environment for
negotiations. Both sides in a negotiation must trust that the other party will follow through on promises
and agreements. A negotiator must have the skills to execute on his promises after bargaining ends.

PLAN NEGOTIATIONS

Negotiation is a method by which people settle differences. it is a process by which compromise or

agreement is reached while avoiding argument and dispute. in any disagreement, individuals
understandably aim to achieve the best possibie outcome for their position (or perhaps an organization
they represent). However, the principles of fairness, seeking mutuai benefit and maintaining a
relationship are the keys to a successful outcome.

Specific forms of negotiation are used in many situations: international affairs, the legal system,
government, industrial disputes or domestic relationships as examples. However, general negotiation
skills can be learned and applied in a wide range of activities. Negotiation skills can be of great benefit in
resolving any differences that arise between you and others.

In order to achieve a desirable outcome, it may be useful to follow a structured approach to negotiation.
For example, in a work situation a meeting may need to be arranged in which all parties involved can
come together. The process of negotiation includes the following stages:

0 Preparation

0 Discussion

Clarification of goals

0 Negotiate towards a Win-Win outcome

0 Agreement Implementation of a course of action

All negotiation is strongly influenced by underlying attitudes to the process itself, for example attitudes
to the issues and personalities involved in the particular case or attitudes linked to personal needs for
recognition.

Preparing for Negotiation

If you want to start negotiations in a winning position, then you need to prepare like a tiger. That means
you must pay attention to seven crucial areas:

Check whether you are in a negotiating situation

Clarify Your Aims

Gather Information Negotiate with your own side

Prepare the setting Prepare Yourself Mentally

Personal Attributes

Today’s business environment is changing faster than ever before. Technology is constantly expanding
where and how we conduct business. Business must now be able to operate in a global environment.
Thus, business professionals must be able to interact with people from many backgrounds, cultures, and
parts of the world. Most businesses recognize the need for their employees to develop and maintain
appropriate work-related attitudes and skills. The annual personnel performance evaluations performed
by many companies provide insight into
the qualities these organizations deem critical for career success. Performance evaluations rate
individuals on a number of job-related responsibilities and also on some general characteristics, as
follows:

0 Technical skills

0 Ability to communicate in oral and written form

0 Ability to get along with co-workers and customers Willingness to accept responsibility

0 Ability to complete tasks on a timely basis

0 Ability to follow instructions

0 Ability to set and meet professional goals

- Professional appearance

POINTS TO REMEMBER

Negotiations shouid conSIder

1 A varIety 0f quéstioning techniques are used.

2. The Issues. and processes are documented and agreed upon by all parties.

3. Posible solutions are discussed and their viability assessed.

4. Areas far agreement are confirmed and recorded

5. Follow-up action is agreed upon by all parties.

Self Awareness

Self-awareness is the capacity for introspection and the ability to recognize oneself as an individual
separate from the environment and other individuals. It is not to be confused With consciousness in the
sense of qualia. While consciousness is a term given to being aware of one’s environment and body and
lifestyle, self-awareness is the recognition of that awareness.

Self Esteem

Self-esteem is how we value ourselves; it is how we perceive our value to the world and how valuable we
think we are to others. Self-esteem affects our trust in others, our relationships, and our work-nearly
every part of our lives. Positive self-esteem gives us the strength and flexibility to take charge of our lives
and grow from our mistakes without the fear of rejection.

Following are some outward signs of positive self-esteem:

0 Confidence

0 Self-direction

0 Non-blaming behavior

An awareness of personal strengths

An ability to make mistakes and learn from them

An ability to accept mistakes from others ' Optimism

0 An ability to solve problems

An independent and cooperative attitude Feeling comfortable with a wide range of emotions

O An ability to trust others

o A good sense of personal limitations

0 Good self-care o The ability to say no

Objectivity

Objectivity is a central philosophical concept, related to reality and truth, which has been variously
defined by sources. Generally, objectivity means the state or quality of being true eVe outside of a
subject's individual biases, interpretations, feelings, and imaginings. A proposition is generally
considered objectively true (to have objective truth) when its truth conditions are met and are ”bias-
free”; that is, existing without biases caused by, feelings, ideas, etc. of a sentient subject.

Empathy

Empathy is a feeling different from sympathy. When one is sympathetic, one implies pity but maintains
distance from another person’s feelings. Empathy is more a sense that one can truly understand or
imagine the depth of another person’s feelings. It implies feeling with a person,rather than feeling sorry
for a person. Empathy is a translation of the German term Einfijhlung, meaning to feel as one with. It
implies sharing the load, or ”walking a mile in someone else’s shoes,” in order to appropriately

Understands that person’s perspective.

Respect for others

Showing other people respect is a critical part of maintaining important personal relationships. Learning
to respect people’s efforts, abilities, opinions, and quirks will help keep you happy and successful in your
interpersonal life. Respecting yourself can help you move fonNard with the confidence to make a habit of
respect and share it with the people around you.

The ways you can earn the respect of others are:

0 Be relentlessly proactive

0 Keep your promises

0 Stop apologizing

- Do not waste other people’s time

- Stop gossiping immediately

- Stop being too nice

- Practice humility

- Have a moral code

- Be open-minded

- Add real value

- Always do your homework

- Be inspiring

- Learn to say, ”No”

- Do not believe the self-talk

- Believe in your ideas

Interpersonal Skills

Interpersonal skills are the life skills we use every day to communicate and interact with other people,
both individually and in groups. PeopIe who have worked on developing strong interpersonal skills are
usually more successful in both their professional and personal lives.

A list of interpersonal skills includes:

0 Verbal Communication-What we say and how we say it.

o Non-Verbal Communication-What we communicate without words, body |anguage is an example.

0 Listening Skills-How we interpret both the verbal and non-verbal messages sent by others.

0 Negotiation-Working with others to find a mutually agreeable outcome. 0 Problem Solving-Working

with others to identify, define and solve problems. 0 Decision Making-Exploring and analyzing options to
make sound decisions.

0 Assertiveness-Communicating our values, ideas, beliefs, opinions, needs and wants freely.

Listening / Reflecting

However good you think your listening skills are, the only person who can tell you if you have understood
correctly or not is the speaker. Therefore, as an extension of good listening skills, you need to develop
the ability to reflect words and feelings and to clarify that you have understood them correctly.
Reflecting is the process of paraphrasing and restating both the feelings and words of the speaker.

The purposes of reflecting are:

0 To allow the speaker to ’hear’ their own thoughts and to focus on what they say and feel.

0 To show the speaker that you are trying to perceive the world as you are doing your best to understand
their messages.

0 To encourage them to continue talking.

Non Verbal Communication

Communication in general is process of sending and receiving messages that enables humans to share
knowledge, attitudes, and skills. Although we usually identify communication with speech,
communication is composed of two dimensions-verbal and nonverbal. Nonverbal Communication has
been defined as communication without words. It includes apparent behaviors such as facial
expressions, eyes, touching, and tones of voice, as well as loss obvious messages such as dress, posture
and spatial distance between two or more people.

Assertiveness

Assertiveness is a skill regularly referred to in social and communication skills training.

Being assertive means being able to stand up for your own or other penple’s rights in a calm and positive
way, without being either aggressive, or passively accepting 'wrong’. Assertive individuals are able to get
their point across without upsetting others, or becoming upset them. Assertiveness means standing up
for your personal rights-expressing thoughts, feelings and beliefs in direct, honest and appropriate ways.

Labeling Theory

Labeling theory is a sociological theory that deals with various aspects of human behavior, especially
with regard to how a person’s behavior is viewed by others and compared to social norms. in general,
this theory is used in sociology and criminology, as well as in various approaches to ”mental illness”
among different professions. The basic idea behind the theory is that society constructs a concept of
what is normal, and anyone who engages in any type of

”deviant” behavior is then labeled in a way that compares him or her to the ”norm.” Labeling theory is
used to examine how Peopie view themselves, and has been used in the study of mental illness and
criminal behavior.

Testing Understanding
Understanding is a psychological process related to an abstract or physical object, such as a person,
situation, or message whereby one is able to think about it and use concepts to deal adequately with
that object. Understanding is a relation between the knower and an object of understanding.
Understanding implies abilities and dispositions with respect to an object of knowledge sufficient to
support intelligent behavior.

Seeking Information

Information is that which informs. in other words, it is the answer to a question of some kind. It is also
that from which knowledge and data can be derived as data represents values attributed to parameters,
and knowledge signifies understanding of real things or abstract concepts. As it regards data, the
information’s existence is not necessarily coupled to an observer, while in the case of knowledge; the
information requires a cognitive observer.

Self-disclosing

Self-disclosure is a process of communication by which one person reveals information about himself or
herself to another. The information can be descriptive or evaluative, and can include thoughts, feelings,
aspirations, goals, failures, successes, fears, and dreams, as well as one’s likes, dislikes, and favorites.

Analytic Skills

0 observing differences between content and process

0 identifying bargaining information

. applying strategies to manage process

0 applying steps in negotiating process

0 strategies to manage conflict

0 steps in negotiating process

0 options within organization and externally for resolving conflict

Non Verbal Environments

Environmental communication refers to the study and practice of how individuals, institutions, societies,
and cultures craft, distribute, receive, understand, and use messages about the environment and human
interactions with the environment. This includes a wide range of possible interactions, from
interpersonal communication to virtual communities, participatory decision making, and environmental
media coverage.

It includes:

0 Friendly reception

0 Warm and welcoming room

~ Refreshments offered

0 Lead in conversation before negotiation begins

Active Listening
It is often thought in conversation between two or more people, that one person talkin means others are
listening. Sadly, this is not the truth in variety of situations. People can get distracted from other people’s
voices, by their own thoughts, by creating a plan of what to say next, or by many other variables. Active
listening is a type of structured way of conversing, especially between two people, where focus is on
truly hearing the communications of the other person. It’s a conversation model used in many settings.
The easiest way to understand active listening is to think of it in a one-on-one conversation model. While
one person speaks, the other listens, and they do so with great attention to the speaker. The listener
gives cues of continued focus, like nodding in agreement, saying the occasionally ”uh-huh” or ”yeah,”
and tries to withhold any personal reaction that might occur if the experience sparks off negative or
difficult emotions. The goal remains to keep centered on what the speaker is trying to communicate
while withholding judgment.

There is a place to talk in an active listening model. Listeners can encourage the flow of conversation by
asking questions of the speaker or by paraphrasing some of what the speaker has said. This helps the
speaker reflect on his or her own words and clarify them, retract them or continue with more detail to
explain the issue at hand.

Consider this model in a classroom with many potential active listeners trained on the teacher. As the
teacher lectures, students may or may not signify they are listening. Some act very interested and
enhance the lecture by asking for examples, or clarifying with the teacher what she or he is saying
through questions. The interest of the student who wants to know more is one example of active
listening, because the student is intent on the teacher’s words, straining for understanding, and is not as
the more passive listener might be, merely partly occupied with whatever the teacher might say. This
type of focus can be brought to bear in numerous settings. It can occur in mediation where people must
resolve a problem together. It’s a technique that is used by counselors with the people they counsel, and
it can be taught by counselors to clients, especially in family or marriage therapy. Learning how to do this
may feel a little constrained at first, since it goes against many poor communication habits people have
evolved, and which may have brought them to counseling or mediation in the first place.

Nevertheless it’s a skill worth having because it demonstrates respect and value for the communications
of others. Learning how to do active listening does not mean people have to employ it continuously,
which might be exhausting. A person does not have to paraphrase a quick statement from a pal, such as,
”It will be sunny” with, ”So you are saying you think it will be sunny.” That would get a little absurd. Yet in
the appropriate context, when communications are very important, active listening can prove extremely
helpful in creating

better communication. Active listening includes: 0 Attentive 0 Do not interrupt 0 Good posture 0
Maintain eye contact ' Reflective listening
PROGRESS CHECK

1. Explain good effective negotiation skills. 2. What are the term aggressive communication?

Questioning Techniques

Gathering information is a basic human activity we use information to learn, to help us Solve problems,
to aid our decision making processes and to understand each other more clearly. Questioning is the key
to gaining more information and without it interpersonal communications can fail. Questioning is
fundamental to successful communication.

Questioning is a natural behavior and it starts from a very early age when we are children and continues
till the end. We ask questions, simply because we need answers. Questions are asked for various reasons
in various situations when one is searching for solutions, answers, information etc. They are basic tools
that help humans grow and develop. Questions can be asked to gain knowledge, to clarify doubts, to
know the reality or truth behind an incident, out of curiosity, to make complicated issues simpler, to
resolve issues, to start a conversation, to share ideas, to make a plan, etc.

These are:

° Direct

0 Indirect

° Open-ended

PARTICIPATE IN NEGOTIATIONS“
Effective negotiators must have the skills to analyze a problem to determine the interests of each party in
the negotiation. A detailed problem analysis identifies the issue, the interested parties and the outcome
goals. For example, in an employer and employee contract negotiation, the problem or area where the
parties disagree may be in salary or benefits. Identifying the issues for both sides can help to find a
compromise for all parties. It is vital that a negotiator have the ability to keep his emotions in check
during the negotiation. While a negotiation o contentious issues can be frustrating, allowing emotions to
take control during the meetin can lead to unfavorable results. For example, a manager frustrated with
the lack of progres during a salary negotiation may concede more than is acceptable to the organization
in an attempt to end the frustration. On the other hand, employees negotiating a pay raise may become
too emotionally involved to accept a compromise with management and take an all or nothing approach,
which breaks down the communication between the two parties.

Negotiations need careful preparations from all sides. The various negotiation parties and

the mediator must:

0 Inform people about the negotiation process: mediators need to inform stakeholders about the
negotiation procedures, build participants’ ownership, and keep their expectations realistic;

0 Help choose the right place and time for negotiations: mediators need to underline considerations
(including through asking key questions) about the setting, time, place, etc.

Before engaging in formal negotiations, it is prudent to first determine your needs and what you want to
achieve. Legitimate needs are those issues or items that, when left unaddressed, can cause distress and
obstacles that are not easily overcome. Wants are those issues that are sometimes nuisance items with
the potential to pose a greater threat in time, but that can be dealt with before the threat can occur.
These items can include morale and comfort-level issues for you and your team. Try looking at each of
the needs and wants you identify from various angles to truly identify the root cause, implications, and
some possible solutions. Document your ideas to have on hand during formal negotiation meetings. This
advance work will not only help focus your discussion, but also lend credibility to your argument.
For instance, a legitimate need can be identified when increasing demands for your department have
already caused significant workload balance issues and the coming year promises to bring far more high-
priority tasks your way. Without additional resources and the budget to support them, what will you do?
Is there another way to transition additional tasks to resource outside of your team? What partnership
opportunities are available in other groups that may allow a work-sharing arrangement? Employee
morale may also be suffering, which imposes additional needs to address merit increases or non-
compensatory bonus offers. Your concerns should be documented and ordered according to a need or
want value and in order of importance. The list you create will provide the essential framework from
which you can launch your negotiation strategy. During negotiations, some of your items will be used to
barter and trade for those higher-priority needs as the parties locus on achieving at least some of their
goals.

Negotiations should never be considered a ”winner takes all” proposition. In fact, the goal is more akin
to formally compromising to the mutual benefit of all parties involved. In order to achieve your goals and
successfully engage other parties, you must first do the research required to identify their pain points
and desired goals. Most project leaders and divisional directors focus on cutting costs and reducing time
to completion metrics. Typically, they focus on balancing resources and driving results aggressively when
needed. Your past successes in this effort may be commendable, but do not count on them carrying
much weight in a negotiation effort going forward. When budgetary dollars are on the line, internal
competition can be tough. Therefore, you should focus on those areas where you can highlight your
value pr0position in the future.

To help achieve an accurate picture of those needs and wants you need to address for the other party, it
is crucial to do your homework beforehand. Take the initiative by asking that manager out to lunch. Keep
the conversation casual, but stay focused on future company plans, the division, and how you and your
team can play a key role in that plan. In a casual setting away from the office, people are often more
comfortable and willing to share insights or personal views that will help in the negotiation process.
Additionally, it will help build rapport that can ease the discussion later and elevate added tensions that
sometimes arise during tough negotiations.

When and where negotiations take place can play an essential role in shaping the outcome. Also, keep
discussion points concise and focused on the discussion at hand. If additional discussion points come up,
do not add them to the current meeting. Instead, elect to call a separate meeting to address those issues
and include

some bullet items clearly outlining the topic. That way, the stakeholders will be well informed and better
prepared. When negotiating with your manager or other colleagues, Choose to sit close and on the same
side of the meeting table. This should be a collaborative discussion and your posture should reflect that.
Be polite, be calm, and move for a break if things do escalate and tensions rise.
Negotiation Process

It is time to negotiate! Here are a few golden rules to successful negotiations:

Always try to negotiate for at least 15 minutes: Any less than that and it is unlikely that either party has
had enough time to fairly consider the other side. Generally, the size or seriousness of the negotiation
determines the amount of time needed to negotiate it. Setting a time limit is a good idea. Approximately
90% of negotiations get settled in the last 10% of the discussion.

Always offer to let the other party speak first: This is especially important if you are the one making a
request for something such as a raise. The other party may have overestimated what you are going to
ask for and may actually offer more than what you were going to request.

.Always respect and listen to what your opponent has to say: This is important even

if he or she does not extend the same courtesy to you. Do your best to remain cairn and pleasant even if
the other party is displaying frustration or anger. Remember some people will do anything to intimidate
you.

Acknowledge what the other party says: Everyone likes to know that what they say is important. If the
other party opens first, use it to your advantage, by paraphrasing what you have heard. Repeat their
important ideas before you introduce your own stronger ones.

Pay attention to your own and your counter partner’s body language: Review the chart below to learn
how to interpret body language during the negotiations. Make sure that you are not conveying any
negative body language.

UNIT SUMMARY
Negotiation is a method by which people settle differences. it is a process by which compromise or
agreement is reached while avoiding argument and dispute.

Self-awareness is the capacity for introspection and the ability to recognize oneself as an individual
separate from the environment and other individuals.

Self-esteem is how we value ourselves; it is how we perceive our value to the world and how valuable we
think we are to others.

Interpersonal skills are the life skilis we use every day to communicate and interact with other people,
both individually and in groups.

Communication in general is process of sending and receiving messages that enables humans to share
knowledge, attitudes, and skills.

POINTS OF DISCUSSION

1. Discuss about nonverbal communication.

2.What is labeling theory? Explain.

3. What do you understand by active listening?

5 Evaluate the importance of questioning techniques

4 Discuss on negotiation pro

MULTIPLE CHOICE QUESTIONS

1. The practical application of the collaborating and compromising approaches to management is known
as:
a. Negotiating

b. Arbitration

c. Mediation

d. None of the above

2. As compared to unannounced negotiation, formal negotiation:

a. is more difficult

b. is simpler

c. requires less preparation

d. is more time consuming

3. Informal negotiation involves:

a. two people

b. four people

c. three people

d. any number of people

4. In negotiations, the interpretation of a cue requires skill because it may be:

a. behavioral

b. ambiguous

c. verbal
d. intentiona|

5. One’s negotiation objective should be:

a. personal

b. social

C. realistic

d. ideal

Answer for Multiple Choice Questions

1. (a) 2. (b) 3 (a) . 4. (b) 5. (c)

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