negotiationnegotiationNNThe

is foris for...claire huang 09KM904W

justin jojo bello 08BN946R

What?What?

« Negotiating means acting, making things change and evolve, exchanging, it is the opposite of inertia » DIMITRI WEISS

Competition in negotiation is a power Competition in negotiation is a power play…play…

• « I want to win, I will use all the ways to win; and I want you to lose »

• « The first one to speak is in a weak position »

• « We have to take advantage from the beginning »

• « The one who gives much information is in a weak position »

approach of negotiationapproach of negotiation

Advocating approachattempts to obtain the most favorable outcome for that party

Win / win approachlooks at both parties interests and requirements and seeks

mutual benefit

New creative approachcollaborating to produce results that go beyond win/win and

win/lose

factual knows all related information, covers all bases, provides information relational establish relationships, builds trust and perceives other party’s position intuitive unexpected solutions or approach, anticipates progress, sees big picture logical sets rules, develops an agenda, argues logically than emotionally, adapts

interestsinterests

Integrative: Deals with the needs and resources of the bargaining parties

Distributive: Deals with positions and resources and how much each side wants

Distinguish between positions and interests, both your own and the party with whom you are negotiating.

processprocess

Preparation of negotiationsset clear objectivesanticipate claims and reactions of the other partydevelop strategy

Discussion of the problemread and understand the problemlisten and focus on the other partyask the right questions

Propose solutionssummarize, analyze, offer suggestions or

solutions Negotiate a compromise

keep your goals in mindmake sure new proposals (concession) fit your

limitationsFinalization

formulation of agreementpreparation of implementationreview the experience of the negotiation

preparationpreparation

Set objectivesParties frame the problem & recognize that they have a common problem that they share an interest in solving

AnticipateDefine the issues to be discussed and analyze the conflict situation

StrategizeResearch and consultation with experts, prioritize their goals and positions and evaluate possible tradeoffs. identify the concerns, desires, and fears of the goals

understand needs, know priorities, identify boundaries count resources, develop walk-away position

discussion of problemdiscussion of problem

Read and understand the problemUnderstand the problems and objectives of the other party.Without this understanding, you can not propose solutions.

Listen and focus on the other partyFamiliarize yourself with the other party’s concerns, position

and goals

Ask the right questionsAsking questions provides an opportunity to get more

information andensure that the given information is understood. Asking questions considers the arguments of the other

party.

solutionssolutions

Propose solutionsIn order to propose solutions, you should be able to summarize what has been said, analyze the consequences, and be able to offer suggestions or solutions based on analysis.

compromisecompromise

Negotiating a compromise

When beginning negotiations, always keep in mind your goals

Whenever you make a new proposal (concession), you must make sure it fits within your limitations.

conflictconflict

Types of conflictsconflicts of interestconflicting needsconflicting views

Styles of conflict managementcollaboration face-to-face cooperative

challenge face-to-face non-cooperative

acceptance non confrontational cooperative

bypass non confrontational and non cooperative

compromise incorporates elements of other styles

agreementagreement

Finalizationformulation of agreementall aspects have been accepted, in particular: dates for implementation, review , finalization, and the definition of terms

preparation of implementationan agreement is managed once implemented. implementation programs are incorporated into the bargaining agreement which will define what needs to be done, when, and by whom review the experience of the negotiationafter closing, lessons must be learned.

What went wrong? What went well? What was learned?

These lessons will help for the next negotiation

strategiesstrategies

Prepare for:you and your team membersdefining the rules of the meetingsubmission of opinions on the issues to be addressedobtain a briefing on the views of the other party

Decide:who will lead the discussionwho will check the factswho asks questionswho will answer questions from the other partywho will reduce tension and show interest in otherswho will take notes

Separate personality of the person and problem to solveBroaden your horizons. Do not be limited to one solutionLook for a solution, not a confrontationOrganize a constructive meeting

A good negotiator must be…A good negotiator must be…Full of resources…

Good negociators have to deal with a lot of information, which are evolving are uncertain

Patient…

Force the other party to adopt the own opinion is never a long term solutionTo attract the other in a common solution needs time, tolerance and persistance

Stay strong and firm

Full of resources

Full of resources Patient Patient

Stay strong and firm

Stay strong and firm

Negotiator profiles (Thomas Kilman)Negotiator profiles (Thomas Kilman)

Which strategy? Which strategy?

• Strategy = sum of actions and orientations aimed at reaching set objectives

• Strategy = art to organize the war

• Tactics = means and methods

• Technique added in negotiation

What am I doing in each level ? What am I doing in each level ?

Level Functions Actions

Strategy Large orientations Targets Options

I am thinking of my target How to reach it?

Technique Ways to deal with the topic

I am seeking to go further with my opinion Or I am seeking to defend myself

Tactics Opportunist actions I am taking advantage of opportunities and circomstances I am improvising

Some examples of techniquesSome examples of techniques

• Point per pointPoint per pointDivide the issue into small parts and face them one after Divide the issue into small parts and face them one after anotheranother

• Pack solutionPack solutionReach a global solution with both parties’ concessions Reach a global solution with both parties’ concessions and advantages taking into account each one’s prioritiesand advantages taking into account each one’s priorities

• EnlargementEnlargementEnlarge the topic and deal with new rulesEnlarge the topic and deal with new rules

• False linchpinFalse linchpinPretend to focus on secondary objectives, then facing the Pretend to focus on secondary objectives, then facing the other party’s refusal, focus on main objectivesother party’s refusal, focus on main objectives

Some examples of techniquesSome examples of techniques

Four deals Deal 1: Ideal solution for the negociator ADeal 2: Solution more than ideal the

negociator B, almost ironicDeal 3: Not very interesting for negociator A,

but B can acceptDeal 4: Optimum solution for both parties

IN THE IN THE END…END…

Triangle of the negotiationTriangle of the negotiation

B2B2

A1A1

Contract3

My position

4

His position

5

Our relationship

6

Key to negotiation successKey to negotiation success

The winner knows what to do if the negotiation fails, the loser has not thought about it

Success is not winning over the other Success is having more advantage

any questions?any questions?no?no?

The

FFis foris for...savingssavings

(thank (thank you)you)