The Art of Successful Negotiation
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Transcript of The Art of Successful Negotiation
By Dr. Rick Goodman
The Process of Win- Win
Negotiations
• Good Agreements
• Poor Agreements
• No Agreements
Getting The Other Parties Attention
• We need their attention to negotiate
• Applies to family, friends, boss, buyers and
vendors
• Unsophisticated negotiators will negotiate without
TOP’s attention
Keeping the Other Parties Attention
• Do I have an investment (stake) in the substantive issue?
• Is my relationship with this person important to me?
• Is the transaction worth my time energy and money?
• Is the perceived alternative less attractive than negotiating
with you now?
What can you negotiate about and
who can you negotiate with?
The Two Elements in Any
Negotiation
• The substantive issue to be discussed
• The relationship you have with the other party
Negotiation Strategies Soft, Hard
and Problem-Solving
• Soft Negotiation
• Hard negotiation
The Problem-Solving Model of
Negotiation
• Separate the people from the problem
• Focus on interests not positions
• Invent options for mutual gain
• Insist on using objective criteria
Issues the Agenda Items of All
Negotiations
• Avoid Single Issue Negotiations
• Avoid Sequence Negotiations
A soft negotiation strategy, where you
lose on the issue is your best bet when
• The major issue is not important enough to you to justify the risk or cost of winning
• Maintaining a relationship with the other party is important to you
• The cost of winning would outweigh the value of winning
• Time is of the essence
• There is no better alternative
Soft negotiation saves time and
salvages relationships
• Can have personal negative consequences for
negotiator
• How will you feel in six months, if you give in or
lose on an issue now
Hard Negotiation Strategy
• The issue is so important that winning outweighs all other considerations
• You do not value the relationship at all
• It’s worth the time and expense
• You do not have a better alternative
Walk-Away situations
• The issue is not important or is not worth the time
or money
• You have low or no investment in maintaining a
relationship with the other party
Walk Away Alternatives
• The real power in negotiation lies with the party
who has the best WAWAs.
• It is perceptions that shape behavior, not reality
Summary of Walk Away Alternatives
• Preplanned your WAWAs
• Visualize yourself carrying out the WAWAs
• Guess the other parties WAWAs
• Visualize the party carrying out those WAWAs
• Continually seek to improve your WAWAs
Summary of Walk Away Alternatives
Cont.
• Do not share your WAWAs with the other side unless the negotiation looks like it is failing
• Understand that the party with the best WAWAs has the most power in the negotiation
Stage 1: Setting the Tone for the
Negotiation
• Building Relationship
• Ritual Observance
• Warming Up
Stage 2:Exploring Each Party’s
Needs
• Uncover Their Needs
• Ask Lots of Open-Ended Questions
• Share Our Own Needs and Interests
Stage 3: Developing Creative
Solutions
Stage 4: Reaching agreement
Stage 5: Reviewing and Recapping
the Agreement
After the Negotiation
• Follow-Up during the Implementation of the
Agreement
Preparation goes on before, during
and after the negotiation. Effective
preparation requires an analysis of
a number of different items before
you start your negotiations.
Five Elements of Successful
Negotiation Planning Worksheets
Items to be addressed
• Interests or Needs
• WAWAs
• Issues
• Possible Solutions
• Strategies
Analyzing Interests/Needs
Analyzing WAWAs
Identifying Issues
Forming Strategies
Planning Possible Solutions
Separate the People from the
Problem
• Negotiators are people first
• Separate yourself from the attack!
• Be aware our perceptual differences
• Acknowledge TOP’s ( and, if appropriate, your), emotion and use neutral language
• Use active listening and paraphrasing to form the baseline of understanding and communication
Focus on Interests Not Positions
• Do not assume the other side knows what their needs are.
• Do not assume that you know what your needs are in a given situation. This requires some critical self-analysis.
• If you don’t A.S.K. you won’t G.E.T.
Invent Options for Mutual Gain
• Expand the “pie”. Maybe a compromise is not necessary
• Operate out of abundance. There is enough in the universe for everyone
• Identify common interests before focusing on the differences
• Separate inventing from deciding. Invent first. Decide later.
Invent Options for Mutual Gain Cont.
• Delve into the area of possibility thinking
• Make their decision easy help TOP find solutions to their problems as well as yours
• Creativity is essential in this phase
• Have fun!
Insist on Using Objective Criteria
• Objective criteria can be used to resolve differences and to come to solutions that are fair to both parties
• Appeal to generally accepted objective criteria
• Come to an agreement on how the criteria will be used in your situation
“People do business with
people who they like who are
like them”
Dr. Rick Goodman
Active Listening Skills
• Capturing the Essence of the Communication
• The Gap
Paraphrasing Content
• Paraphrasing is capturing the essence of the content of what the speaker said and feeding it back to the speaker in your own words
• “So what you’re saying is.”
• “Tell me what I said, so are on the same page.”
Reflecting Emotions
• Modeling/Mirroring Behavior
• I Understand
• The Three F’s
Nonverbal Body Language “How to
Build Rapport”
1. Faced a speaker squarely
2. Leaned forward slightly
3. Maintain eye contact( as culturally appropriate)
4. Relax your Jaw-smile if appropriate
5. Nod your head to encourage TOP to keep speaking
6. Keep your hands and feet still
How to build rapport
7. Allow silence and pauses
8. Do not interrupt and unless you are no longer able to follow their train of thought or until they come to a natural pause-then wait before you paraphrase
9. Control other interruptions ( telephone people coming in)
10. Remember, “the gap.” Between speaking and listening and maintain your focus on the speaker
Understanding Different People
Styles
• Understanding Your Communications Style
• Recognizing a different communications style and TOP
• Adapting your behavior to accommodate TOP
Communication Skills for
Negotiators Speaking Compellingly
Managing Your Voice in Negotiation
1. Speed
2. Pitch
3. Volume
4. Intonation
Questioning Skills
• Asking Open-Ended Questions
• Asking close ended And Finite Questions
• Responding to Questions
Assertiveness: Staying Firm When
You Need to
• This does not mean standing firm on YOUR decision
• Suggesting that you brainstorm solutions together often helps
• Don’t give up, even if the impasse seems hopeless
• Sometimes you have to negotiate on how you’re going to negotiate
The Five Categories That Have Been
Shown to Break Deadlock
1. Identify interests.
2. Walk-Away Alternatives
3. Issues to Be Discussed and Included in Final
Agreement
4. Possible Solutions
5. Strategies
Follow-Up the Forgotten Element in
Negotiations
Your Strategy Depends on How the
Negotiation Goes
• If you reach agreement
• If the negotiation does not work out
Dr. Rick Goodman
Website: www.rickgoodman.com
P 888-267-6098
F (954) 404-6502
Email: [email protected]