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Negotiation WHATISNEGOTIATION?
Aprocessofcommunicatingbackandforthfor thepurposeofreachingajointdecisionona issue,itemorservice Abasicmeansofgettingwhatyouwantfrom others Aprocessinwhichpartiesattempttoresolve theirdifferences
Negotiation WHYDOWENEGOTIATE?
Becausewe: Wantsomethingthatsomeoneelsehas Wantthemtodosomething Andwecantjusttakeitfromthemorforcethem todoitwithoutsufferingseriousconsequences.
Question
WhyAreNegotiationSkillsImportantWithin theDepartmentofDefense?
1. Becausewespendover$300Billionannuallyinthe procurementofgoodsandservices. 2. Thevastmajorityoftheseexpendituresinvolve contractingwiththeprivatesector. 3. Contractsawardedtotheprivatesectormostoften involvediscussionsand/ornegotiation.
Negotiation
WhatDoWeNegotiateOverin GovernmentAcquisition?
TwoTypesOfNegotiation
PositionBased TheWhat InterestBased TheWhy
TwoTypesOfNegotiation
PositionBased: Positionsarepredeterminedsolutions Eachpartyopenswithitsownsolution Focusisonpositions defendyours andattacktheirs
TwoTypesOfNegotiation
InterestBased: Interestsarethoseneeds,desires, concerns,andfearsthatmotivateone tonegotiateinthefirstplace
InterestBasedNegotiation
TheFiveBasicPrinciplesofIBN: Separatethepeoplefromtheproblem Focusoninterests,notpositions Createoptionsformutualgain DevelopyourBATNA Defineobjectivecriteria
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TheIBNProcess
Separatethe peoplefromthe problem Develop your BATNA Focusoninterests notpositions Defineobjective criteria Createoptions formutualgain
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SeparatethePeople fromtheProblem
Separatethe peoplefromthe problem
SeparatethePeople fromtheProblem
Effectivenegotiatorshavetheabilitytoseparate theproblemfromtherelationship People&problemsgetentangledby:
Perceptions:Areselectiveanddoneincontext Emotions:Theycangetintheway Communication:Areyouaregoodlistener? Assumptions:Theresultofincorrectperceptionsor filteringdata
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SeparatethePeople fromtheProblem
Perceptions
Placeyourselfintheirshoes Donotinterprettheirmotivesbyyourfears Discusstheperceptions
Emotions
Recognizetheyexist Acknowledgethemandallowforventing Donotreacttothem
Communication
Listen&avoidmisunderstandings
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SeparatethePeople fromtheProblem
Bepatient
Toleratetheneedfortheothersidetoventand thenengage
Leadership
Bepreparedtobuildormaintainarelationship/trust ifnecessary
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FocusonInterestsNotPositions
Separatethe Peoplefromthe Problem
FocusonInterestsNotPositions
PositionsarepredeterminedOUTCOMES InterestsareyourNEEDSTOBESATISFIED
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Positionsvs.Interests
Thinkofthemas partsofaniceberg
10% Positions
90% Interests
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FocusonInterestsNotPositions
Lookforinterestsbehindpositions Prioritizeinterests Considerothersidesinterests Criticaltopreparationbeforethenegotiation!
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FocusonInterestsNotPositions
Positions
Solutionstoproblems Specific&definite Basisforargument Requirejustification Enddiscussion
Interests
Whyaparticular solutionispreferred Reasonsunderlying positions Requireexplanationnot justification Startdiscussion
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:
FocusonInterestsNotPositions
Examiningtheprioritizationofinterests highlightsareasofmutualgain Exchangealowpriorityforyoutomeeta highpriorityforyourcounterpart
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CreateOptions forMutualGain
Separatethe Peoplefromthe Problem CreateOptions forMutualGain
CreateOptions forMutualGain
Positions
Optionsfor MutualGain
Interests
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CreateOptions forMutualGain
Thereoftenismorethan1option Lookforwaystoworktogether Findvalueindifferences Commonsourcesofdifferences:
Risk Timing Perceptions Marginalvalueofthesameitem
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DevelopYourBATNA
Separatethe peoplefromthe problem Develop your BATNA Focusoninterests notpositions Createoptions formutualgain
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DevelopYourBATNA
BestAlternativeToaNegotiatedAgreement
WhatyouwilldoifanagreementisNOTreached (e.g.,whatwillhappeninlitigation,whattheGAOor BCAwilllikelyhold) AlternativesareOUTSIDE theADRnegotiation Mustberealandconcrete notpieinthesky
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DevelopYourBATNA
BATNA
Positions
Optionsfor MutualGain
Your Interests
Their Interests
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DevelopYourBATNA
DevelopingBATNAiscreatingalternatives BEFOREyournegotiation QuestionsthatassistindevelopingBATNA:
Ifwedontagree,Icanalways.. WhatwillIdoifthisnegotiationfails? WhatalternativesdoIhave? WhatalternativescanIcreate? HowcanIweakentheBATNAofmycounterpart(s)?
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ExampleofBATNA
Air Force negotiates a purchase of planes with a Defense Contractor
Use another contractor Refurbish old system Terminate mission Status Quo
ExampleofOptions&BATNA
WhatisthedifferencebetweenOptionsandBATNA? Options
Insidethenegotiation
BATNA
Outsidethenegotiation
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BATNA
BATNA
InsidetheNegotiation
your reservation point your aspiration point
Anyoptionwithinthiscontinuumshouldbeagreeable
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IdentifyandStrengthenYour BATNA
KnowyourBATNA
Focusonwhatyouwanttoachieveandthe differentwaystoaccomplishthis
StrengthenyourBATNA
ConstructyourBATNAtobemoreachievable, probable,orsatisfyingmoreofyourinterests Improvesyourconfidenceduringthenegotiation
ConsiderwhattheothersidesBATNAis
MaketheirBATNAlessattractivetothem
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DefineObjectiveCriteria
Separatethe peoplefromthe problem Develop your BATNA Focusoninterests notpositions Defineobjective criteria Createoptions formutualgain
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ObjectiveCriteriaExamples
Othersintheindustrydo.(Whatiscustomary) Thelasttimethishappenedwe.(Precedent) Thestandardcontractsays(Law) Ifyouweremewouldyou.?(Reciprocity)
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ObjectiveCriteriaExamples
Needausedcar?
ObjectiveCriteria: Blue Bookvalue
Howmuchtopaya babysitter?
ObjectiveCriteria: Rangeofratespaidby neighbors
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WIN-WIN
I can live with it I love it
I hate it
LOSE
Summary
UnderstandingInterestBasedNegotiation Understandingthe5principles
Separatethepeoplefromtheproblem Focusoninterestsnotpositions Createoptionsformutualgain DevelopyourBATNA Defineobjectivecriteria
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LetsHaveSomeFun
EXERCISETIME
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HusbandandWifeare PlanningTheirVacation
The wife is interested in an active vacation filled with sightseeing, cultural tours, eating out and fitness activities.
The husband is looking to decompress with a relaxing vacation of sitting in the sun, reading a book, and catching up on much needed rest.
Theyarecommittedtogoingonvacationtogether.
HusbandandWifeare PlanningTheirVacation
Husband Wife Iwantavacationatthebeach IwantavacationatLasVegas Interests Interests EatingOut Sittinginsun Reading Takingnaps Havingnosetplans Entertainment Sightseeing Exciting Eatingout Spa Gambling SittingintheSun
Theyarecommittedonvacationingtogether
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WhatareTheirOptions forMutualGain?
VacationSolution
NegotiatingInDifficult Situations
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NegotiatingIn DifficultSituations
DontReact: GOTOTHEBALCONY DisarmThem: STEPTOTHEIRSIDE ChangetheGame: DONTREJECT,REFRAME MakeitEasyforThemtoSayYes: BUILDTHEMAGOLDENBRIDGE MakeitHardforThemtoSayNo: USEPOWERTOEDUCATE
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GOTOTHEBALCONY
Speakwhenyouareangryandyouwillmakethebestspeech youwilleverregret
Threenaturalreactionstodifficultsituations:
StrikingBack Fightfirewithfire GivingIn Justgetdonewiththenegotiation BreakingOff Nevermovingon;alwaysstartingover
GOTOTHEBALCONY
Keepyoureyesontheprizesatisfyyour interests
1. 2. 3. 4. Identifyyourinterests IdentifyyourBATNA/WATNA Decideifyoushouldnegotiate Stayfocusedonyourgoal
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STEPTOTHEIRSIDE
AvoidtheDialogueoftheDeaf ListenActively Acknowledge:
Theirpointofview Theirfeelings Offeranapologyifnecessary
Agreewithoutconceding
Focusonthe20%onwhichyouagreenotthe80%on whichyoudisagree AccumulateYeses
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STEPTOTHEIRSIDE
ByAcknowledgethePersonsPointsand AgreeingWheneverPossible,You:
Acknowledgethemaspeople; Acknowledgetheirauthorityandcompetence; Youareshowingthemrespect; Thiscreatescognitivedissonance,aninconsistency betweenperceptionandreality; Aformeradversaryisnowlookedonasafriendor colleague
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STEPTOTHEIRSIDE
Expressyourviews withoutprovoking
DontSayBut,SayYesAnd Keyistomakeyourview(s)asanadditionto, ratherthanacontradictionof,theotherpersons POV. MakeINotYouStatements Describetheimpactoftheproblemonyou Focusesonyourneeds,concerns,anddesires Acknowledgeyourdifferenceswithoptimism Beboldinacknowledgingtheirviews,boldin assertingyourown,andboldinexpressing optimismthatthedifferencescanberesolved.
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STEPTOTHEIRSIDE
Createafavorableclimatefornegotiation
Thehurdlesyoufacearetheotherpartys:
Suspicion Hostility ClosedEars LackofRespect
DONTREJECTREFRAME
YouWantToUseProblemSolving NegotiationsBy:
Talkingaboutinterestsandhowtosatisfythem Beingflexiblebyofferingreasonableconcessions Attackingtheproblem
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DONTREJECTREFRAME
However,TheOtherPartyInsistsOnHardball NegotiationsBy:
Insistingontheirposition Stonewallingbypocketingyourconcessionand askingformore. Attackingyou
Tochangethegame,changetheframe
Putaproblemsolvingframearoundwhatever theysay Askproblemsolvingquestions
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DONTREJECTREFRAME
AskProblemSolvingQuestions
AskWhy?
Keeponaskingquestionstouncovertheirrealinterests
AskWhyNot?
Iftheydonotrevealtheirinterestsproposeanoptionandask Whynotdoitthisway?
AskWhatIf?
OneofthemostpowerfulphrasesintheEnglishlanguage Usedtointroduceahostofpossibleoptionswithout challengingtheirpositions Turnstheconversationintoabrainstormingsession
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DONTREJECTREFRAME
AskForTheirAdvice
Thelastthingtheyexpectyoutodo Itisflatteringtobeaskedforadvice Itacknowledgestheircompetenceandstatus Getstheminvolvedindiscussionsofoptions
AskWhatMakesthatFair?
Getsthemtalkingaboutstandardstheyareusing Thenbringupyourstandards Ifrejectedaskthemtoproposeothers
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DONTREJECTREFRAME
ReframeTactics
GoAroundStoneWalls(e.g.Takeitorleaveit, orsetsarigiddeadline)
IgnoreIt.(Iftheyareserioustheywillrepeatit.) ReinterpretIt.Useasanaspirationoratarget Testit.(Getcalledawayatlastminuteorask?)
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DONTREJECTREFRAME
DeflectAttacks:Whatiftheotherpartythreatens you,insultsyou,orblamesyou?
Ignoreit Reframeanattackonyouasanattackontheproblem Theattackerisclaimingyouandyourproposalareno good Forgettheattackonyou;dealwithyourproposal Reframefrompastwrongstofutureremedies Lookforwaystopreventreoccurrence Reframefromyouandmetowe Createasidebysideproblemsolvingopportunity
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DONTREJECTREFRAME
ExposeTricks(e.g.decisionmaking authorityandthelastminutedemand)
Thetoughesttactictoreframe Ifyouchallengeitdirectlyyoucouldbewrong orifrightthepartywilltakeoffenceatbeing calledacheatoraliar. Playalongasiftheyarenegotiatingingood faithandaskprobingquestionstotesttheir sincerity. Complimentthem:GoodGuy BadGuy
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CREATEAGOLDENBRIDGE
Buildyouropponentagoldenbridgetoretreatacross SunTzu
Youhaveofferedtheotherpartyanattractive proposal,butitisnotenough.Youmust:
Involvethemincraftingtheagreementtoavoid reactivedevaluation. Lookbeyondtheirobviousinterests,suchas money,toaddresstheirmoreintangibleneeds, suchasrecognitionorautonomy.
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CREATEAGOLDENBRIDGE
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CREATEAGOLDENBRIDGE
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CREATEAGOLDENBRIDGE
Neverputtheotherpartyinapositionin whichhecantmovewithoutlosingface Offerchoicesbetweenalternativessothe otherpartywillbemorewillingtoviewthe processascooperativeandwillingtoreachan agreement
USEPOWERTOEDUCATE
Thebestgeneralistheonewhoneverfights SunTzu
Theymaystillthinkthatnegotiationasagame whereonesidewinsandtheotherloses. Youmustbreakthroughtheirpowerplays,but whatdoyoudo Ifyouusepoweryourself,escalationto litigation,strikes,orwarcanresult,(aloselose outcome), ThePowerParadox:Theharderyoumakeitfor themtosayno,theharderyoumakeitforthem tosayyes.
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BRINGTHEMTOTHEIRSENSESNOT THEIRKNEES
Lettheotherpartyknowtheconsequences ifanagreementisnotreached UseyourBATNA,defusethereaction Keepsharpeningtheotherpartyschoices Forgealastingagreement Aimformutualsatisfaction,notvictory
USEPOWERTOEDUCATE
Usepowertoeducate
ConvincethemthattheirBATNAisweakerthan yourgoldenbridge Letthemknowtheconsequencesoffailureto reachagreementbyaskingthemquestions DemonstrateyourBATNA DeployyourBATNA(minimize) Keepremindingthemofthegoldenbridge Letthemchoose
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USEPOWERTOEDUCATE
Forgealastingagreement
Keepimplementationinmind Designthedealtominimizeyourrisks Buildinadisputeresolutionprocedure
Aimformutualsatisfaction,notvictory
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