Negotiation Skills

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Planning the negotiations

- Objectives - Around issues - Information - Assumptions - Questions - Strategy

- Tactics including opening position

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Some objectives are more important than others

M I

Must get

Intend to get

Like to get

Limit Realistic Position

Aspiration Opening Position

Tactics

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Aspiration in negotiation
Aspiration - A realistic number + Nibble All The Following Are True - Within Limits
- The more you ask for, the more you get

- Aim high - settle high, aim low - settle low - We get what we expect The Limits Unrealistic Aspirations

- Lead to dead lock - Undermine credibility - Force giving major concessions

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Assumptions
The other partys objectives Issues to be discussed His authority Meetings - length, participants, frequency
Probe what assumptions the other party is making.

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Opening Position And

Realistic position
A Nibble Aspiration

Bargaining room Tactics

- Planning helps to identify Concessions: I can give, I want, I cant give Common Ground: So we can build on it Overlap: Is agreement possible ? Do our limits over lap?

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Phase Beginning Eg. of Difference Verbal Behavior Non Verbal Communication Information Tactics Participation

Middle

End

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Phase - I : Beginning

(Identify the deal) - Social encounter, formal / relaxed - Agenda - Exchange opening statements - Planned talk - Formal / verbal ?

Agenda - Frame work or prison - Sense of progress - Reporting back

- Follow up / control

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Talking through documents / presentations Level of detail ( outline only ) Audience , at the meeting , in the organization Take control through summaries and planned questions Control what will not be discussed

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Phase 2 : Middle
* * * * * * * * * *
Define the data Time constraints change From seeking attention to encouraging participation Problem of Chairmanship Participation or Progress Unplanned talk - short bursts Information release - Light or Foggy Questions (unplanned) to confirm/clarify Search for alternatives Concessions ( and threats ) Adjournments

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Adjournments
Why ? Where ?

* Get movement / avoid impasse * Slow down * To confirm

* In the conference room

* Aside to colleagues having signaled the other party

* Consider new ideas, information, offer * Report back * Cope with external problem
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* Stand up & move away from the table

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Planned talk

vs. Unplanned talk * Air time * Agenda Summary Adjournment * Chief negotiator Briefing Debriefing Review

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Outside The Conference Room

* In the corridor * Another office * Having refreshments away from the conference room * Return to own office * Hotel

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Plan around issues

NOT SEQUENTIALLY 1. --------------------------------------------------------2. --------------------------------------------------------3. --------------------------------------------------------4. --------------------------------------------------------N. -------------------------------------------------------1/2/2013 STONY CARTER 14

Information Approaches

Information as power

Information as Common base

Keep
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Give
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Dealing with Questions

* Do not answer until you clearly understand * Some questions do not deserve an answer. Eg. Insults * Answer part rather than all of it * Postpone till next meeting - need to collect information * Make the other party carry on talking, clarify questions or describe the reasons for the questions. * If the other party interrupts - let him. You may never finish.

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Recording Task

A method which helps Our side --------------------------------------------------------Other side ---------------------------------------------------------

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What Shapes The Meeting

Issues - How many ? - complex

- Phone - Face to face

Meeting
Participants -No.s -Who -Style Location -Own office -Their office -Neutral

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Listening - some common problems

Problem He talks too much

I talk too much

Possible Solutions Intervene with - Questions - Summary - Reference to agenda List key points before talking - Encourage him by open ended questioning

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Problem I cant concentrate on what he is saying I want to argue the point I cant take him seriously I am bored / confused/ lost

Possible Solutions - Take notes - Ask questions - Note your counter arguments & wait for opportunity - What he says is what matters Intervene to - Summarize - Question for clarification - Change subject

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Problem Some things distract me

Possible Solutions Get rid of it Eg. Turn away from window Change venue request adjournment Summarize question for clarification Make effort to concentrate; take notes of what he says

I hear what I want to hear or jump to conclusions Too busy preparing my reply to listen properly

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Why Listen
* * * * Find out what he wants Get information Check my assumptions Build the relationship We have one mouth and two ears

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Listening
* * Listening is a rare happening among human beings. You can not listen to the word another is speaking if you are preoccupied with your appearance or with impressing the other, or are trying to decide what you are going to say when the other stops talking, or are debating about whether what is being said is true or relevant or agreeable. Such matters have their place, but only after listening to the word as the word is being uttered.

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Listening
Listening is a primitive act of love in which a person gives himself to anothers word, making himself accessible and vulnerable to that word.

- WilliamStrangefellow

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Six cardinal errors in negotiating

The negotiator must always strive to save the face of the buyer, and never bluff unless there is a certainty that the bluff will work.

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 The ploy of referring to a higher authority to be played carefully.

Otherwise the bluff may be detected very soon in taking stances.

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Use of sarcasm can never be a winning ploy in negotiating

It always makes you a loser

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The bluff of walking out or staging one , to be used only when it works.

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It is often of little use appealing to long term relationships as a reason for the buyer to give way

The loyalty appeal rarely works and is often embarrassing

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A good negotiator may pretend to lose his temper if he believes it will have an effect - controlled loss of temper.
To lose ones temper regardless of consequences can have a

disastrous effect on negotiations.

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Phase - 3 - End
Conclude the deal
* * * * * Decision time - agreement or breakdown ? Last time to adjourn ? Secure commitment - sell the idea to individuals / organization Record agreement, clarification Close the meeting

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Phase - 4 : Review

Did we achieve our objectives? * Results * Report back / debrief Evaluate performance Could we have handled better ?

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Why are we the way we are? Why do we do what we do ? How can we avoid hurting each other ? How can we make each other happy ? How can we strengthen each others selfesteem ?

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