Negotiating Skills to Reach a Deal April / May 2012.

Negotiating Skills to Reach a Deal

April / May 2012

Introduction to Negotiation

Introduction to Negotiation

• How would you define negotiation?

• What other words do you associate with negotiation?

• Terminology used in negotiations

Individual Exercise

What scenario do you want to focus on?

Who is involved?

Individual Exercise

Describe the current situation?

What are you willing to give in order to get?

Individual Exercise

Issues Outcomes

Realistic Acceptable Worst possible

Interpersonal Skills

Interpersonal Styles


• Avoider: dislikes conflict

• Compromiser: fair-minded people interested in maintaining relationships

• Accommodator: resolve interpersonal conflicts by resolving the other person’s problem

• Competitor: winning is the main thing

• Problem-Solver: seeks to find the underlying problem, use brainstorming to solve


• You are one of ten people at a conference table, each person sitting across from one another

• Someone comes in the room and says “I will give R1,000 to the first person who can persuade the person sitting across from them to come and stand behind his/her chair.”


Results• Avoider: says I don’t want to play, look foolish• Compromiser: both offering R500, starts running to other

side• Accommodator: runs to other side, negotiates later• Competitor: sits tight, demands other person move• Problem-Solver: “let’s both get behind each others chairs,

we can each make R1,000.”

What Makes a Good Negotiator?

Group Activity

You have 10 minutes within your small group of three to brainstorm a list of the 10 key skills that successful negotiators need.

List your key skills and note the reason why each of your ten skills is crucial to you as a negotiator.

Group Activity

Key Skills Reasons

1 1

2 2

3 3

4 4

5 5

Negotiator’s Ratings

Planning skills

IntegrityVerbal clarity

Thinking Under Stress

General Practical Sense

Negotiator’s Ratings

Individual Exercise

Results

Body Language

Steps of Negotiation

Planning

• Negotiators with high aspirations consistently outperform those with low aspirations.

• By adopting a high aspiration base, negotiators create sufficient room to make and request the necessary concessions.

• High aspirations generate positive psychological energy and prevent a negotiator from being rigid and defensive.

Planning

• A high aspiration communicates confidence to the other party and generally prevents irrational negotiation behaviour.

• High aspirations require the other negotiating party to expend more energy in trying to lower these aspirations, thus not focusing on promoting its own aspiration.

Planning

Setting Goals and Objectives

Opening Position

Opening Position - Agenda

Number Issue Sequence Priority

Negotiator

Priority

Opposer

Bargaining

Agreement and Close

• Put pen to paper and agree on the way forward

Questioning Techniques

• An OPEN question is one that encourages a full response

• A CLOSED question is one that can be answered with a short answer

Questioning Techniques

Ethical Negotiation

• INDIVIDUAL EXERCISE - A question of ETHICS

• Decide whether or not the approach would be appropriate p42 - (the deal is important to you)

Influencing Techniques

Practical Role Play

Tactics

• Competitive Tactics

• Avoidance Tactics

• Compromising Tactics

• Collaborative Tactics

• Accommodating Tactics

Tactics

Negotiation Gambit Description How to Overcome it

Good Cop/Bad Cop

Cherry Picking

Walking Away

Split the Difference

Flinch

Closing Techniques

• Concession close

• Summary close

• Adjournment close

• “Or Else” close

• Either or close

Negotiating Skills to Reach a Deal April / May 2012.

Documents

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