training and developement

NEGOTIATION SKILLSOne-Day Training Session on

Introduction

Make a pair with one who is wearing same color like you. Interview your partner and introduce him/her to others such as

Name and Designation If he had to create a slogan for his life, what would it be? (Example: Eat,

drink, and enjoy, we all die.) If he was a fruit, what fruit would he be? If he/she woke up tomorrow as an animal, what animal would they

choose to be and why? If you could live anywhere on this planet, where would you choose to

live? Tell the group about your choice. What favorite color are you and how does being that color make you feel?

(Example, I am orange because….) What’s the most liked strength and what’s the most disliked Weakness

Expectations

What are your expectations about this program?

Why we are here….

Today , we gather here for Learning and experiencing about what is negotiation is all about and how it plays a role in our professional and personal life.

At the end of this training session you should be able to: Identify the stages of Negotiations, negotiation process and

its aims To apply the principles of effective negotiation and the

5 stages within their negotiation conversations After exercises and assessments, trainees be able to

identify different techniques of conflict management by giving at least 2 examples.

Negotiation Skills

What do you think about Negotiation Skills

What is Negotiation Skills Is getting what YOU want from the other person……

Negotiation is something that everyone does, almost daily

Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures.

4 Steps of Negotiations

Negotiationconsist of FOUR basic Components

1.Preparation

2.Objectivity

3.Strategy and Tactics

4.Technique

Individual Exercise

Can you think of a situation where people hold different views and an agreement has to be negotiated, for example, in your family, or with neighbors or friends? Did you have a viewpoint? Was your viewpoint heard? Did other people have different views? Did you listen to their views?

Write and Share about your experience

Everyone Negotiates

Buying a car, house or other objects for which the price may not be fixed

Establishing a salary, workplace tasks, office conditions , etc.

Organizing team tasks or priorities Allocating household tasks Deciding how to spend a free

evening

Scenario : Buyer - Seller

Before reaching the negotiating Table

Goals: What do you want to get out of the negotiation What do you think the other person wants

Trades: What do you and the other person have that you can

trade What do you each have the other wants What are you each comfortable giving away

Expected: What outcome will people be expecting from the

negotiation What has the outcome been in the past and What precedents have been set

Before reaching the negotiating Table

Possible Solutions : Based on all of the considerations , what possible

compromises might be there?

Alternatives: If you don’t reach an agreement with the other

person, what alternative do you have ? And these good or bad ? How much does it matter if you do not reach

agreement? Does failure to reach an agreement cut you out of

future opportunities ? And What alternatives might the other person have ?

The consequences: What are the consequences for you of winning or losing

the negotiation? What are the consequences for the other person

Relationship: What is the history of the relationship? Could or should this history impact the negotiation? Will there be any hidden issues that may influence the

negotiation ? And how will you handle these?

Power: Who has what power in the relationship? Who controls resources? Who stands to lose the most if agreement isn’t reached

?

Before reaching the negotiating Table

Before reaching the negotiating Table

GAME

Duration: Approximately 30 minutes Objective(s) To provide participants with the opportunity

to practice negotiating skills in a competitive situation.

Instructions

GAME

Instructions Before starting the activity take 6 jigsaw pieces from each box

and share these pieces between the other 3 boxes. By the time you have finished each box will have 6 missing pieces but 6 that do not belong.

Make a team of 4 and have one box of jigsaw pieces

Negotiate for the missing parts to other team , which team gets its puzzle done first , they win.

Ready ! Get set GO !

Instructions

The Nature of Negotiation

Negotiations occur for several reasons:

To agree on how to share or divide a limited resource

To create something new that neither party could attain on his or her own

To resolve a problem or dispute between the parties

Characteristics of a Negotiation Situation

There are two or more parties There is a conflict of needs and

desires between two or more parties Parties negotiate because they think

they can get a better deal than by simply accepting what the other side offers them

Parties expect a “give-and-take” process

Relationship Types

▪ Independent parties are able to meet their own needs without the help and assistance of others.

▪Dependent parties must rely on others for what they need; the dependent party must accept and accommodate to that provider’s whims and idiosyncrasies.

Interdependence

In negotiation, parties need each other to achieve their preferred outcomes or objectives

This mutual dependency is called interdependence

Interdependent goals are an important aspect of negotiation

Two Dilemmas in Mutual Adjustment

Dilemma of honesty Concern about how much of the truth to tell

the other party

Dilemma of trust Concern about how much should

negotiators believe what the other party tells them

Opportunities to “win” or share resources Claiming value: result of zero-sum or

distributive situations where the object is to gain largest piece of resource

Creating value: result of non-zero-sum or integrative situation where the object is to have both parties do well

Most actual negotiations are a combination of claiming and creating value processes

Value Claiming and Value Creation

Conflict

sharp disagreement or opposition" and includes "the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously"

Intrapersonal or intrapsychic conflict   Conflict that occurs within an individual▪ We want an ice cream cone badly, but we

know that ice cream is very fattening Interpersonal conflict  

Conflict is between individuals▪ Conflict between bosses and subordinates,

spouses, siblings, roommates, etc.

Levels of Conflict

Levels of Conflict

Intragroup Conflict   Conflict is within a group▪ Among team and committee members, within

families, classes etc. Intergroup Conflict  

Conflict can occur between organizations, warring nations, feuding families, or within splintered, fragmented communities

These negotiations are the most complex

1. Competitive, win-lose goals2. Misperception and bias3. Emotionality4. Decreased communication5. Blurred issues6. Rigid commitments7. Magnified differences, minimized

similarities8. Escalation of conflict

Dysfunctions of Conflict

Functions of Conflict

1. Makes organizational members more aware and able to cope with problems through discussion.

2. Promises organizational change and adaptation.

3. Strengthens relationships and heightens morale.

4. Promotes awareness of self and others.5. Enhances personal development.6. Encourages psychological development—it

helps people become more accurate and realistic in their self-appraisals.

7. Can be stimulating and fun.

The Dual Concerns Model

Model of Negotiating Style

The Model of Negotiating Styles modeled by Rollin and Christine Glaser ( 1982) has been used extensively and serves as a basis for discussing style problems in negotiation.

A negotiating style refers to a negotiator's characteristic way of dealing with others during a negotiation.

N – 1Win at any cost

(Win-lose)

N- 2Collaboration

(win-win)

N-3Build or maintain a friendly relationship

(lose - win)

N-4Avoid Conflict

( Lose-win)

N-5Compromise

(no winner- no looser)

Model of Negotiating Style

Problems encountered due to Negotiating Style

Starting with a win-lose approach

Inability to change negotiating style

Making concessions for the sake of client relationship

Bargaining instead of negotiating

Problems encountered due to lack of planning

Establishing objectives as a fixed point instead of a range

Not choosing team members wisely

Failing to establish priorities

Not planning for possible concessions

Attempting to negotiate with unclear authority

Negotiation Strategy and Planning

Goals – The Focus That Drives Negotiation Strategy

Determining goals is the first step in the negotiation process

Negotiators should specify goals and objectives clearly

The criteria used to determine goals depend on your specific objectives and your priorities among

multiple objectives The goals set have direct and

indirect effects on the negotiator’s strategy

Goals, Strategy and Planning

Direct and Indirect Effects of Goals on Strategy

Direct effects Wishes are not goals Goals are often linked to the other

party’s goals There are limits to what goals can be Effective goals must be concrete/specific

Indirect effects Short-term thinking affects our choice of

strategy

Strategy: The overall plan to achieve one’s goals in a negotiation

Tactics: Short-term, adaptive moves designed to enact or pursue broad strategies Tactics are subordinate to strategy Tactics are driven by strategy

Planning: The “action” component of the strategy process; i.e. how will I implement the strategy?

Strategy versus Tactics

Avoidance: Don’t negotiateCompetition: I gain, ignore relationshipCollaboration: I gain, you gain, enhance

relationshipAccommodation: I let you win, enhance

relationship

The Dual Concerns Model

The Flow of Negotiations: Stages and Phases

Negotiation proceeds through distinct phases or stages

Beginning phase (initiation)

Middle phase (problem solving)

Ending phase (resolution)

Key Steps to an Ideal Negotiation Process

Know your limits and alternatives Set your objectives (targets) and

opening bids Target is the outcome realistically expected Opening is the best that can be achieved

Assess constituents and the social context of the negotiation

constituents who will evaluate and critique them. social system of laws, customs, common business

practices, cultural norms, and political cross-pressures

The Planning Process

Analyze the other party Why do they want what they want? How can I present my case clearly and

refute the other party’s arguments? Present the issues to the other party What facts support my point of view? Whom may I consult or talk with to help me

elaborate or clarify the facts?

The Planning Process

What protocol needs to be followed in this negotiation?

The agenda The location of negotiation The time period of negotiation Other parties who might be involved

in the negotiation What might be done if negotiation

fails? How will we keep track of what is

agreed to? How do we know whether we have a

good agreement

5 Stages of Negotiations Conversation

a) Initial Positionb) Discussionc) Compromise and Flexibilityd) Making the deale) Body Language

Communication in Negotiation

Communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts.

Negotiation is a process of interaction

Negotiation is a context for communication subtleties that influence processes and outcomes

No No…I don’t mean it….

Poor communication may result in the situation where you realized you have played a wrong shot

Communication is an activity that occurs between two people:

a sender and a receiver A sender has a meaning in mind and

encodes this meaning into a message that is transmitted to a receiver

A receiver provides information about how the message was received and by becoming a sender and responding to, building on, or rebutting the original message (feedback)

Basic Models of Communication

1. Senders and receivers (individual communicators) The more diverse their goals, the greater the

likelihood that distortions and errors in communication will occur

2. Messages The symbolic forms by which information is

communicated The more we use symbolic communication, the

more likely the symbols may not accurately communicate the meaning we intend

Distortion in Communication

3. Encoding The process by which messages are put into symbolic

form Senders are likely to encode messages in a form

which receivers may not prefer

4. Channels and media The conduits by which messages are carried from one

party to another Messages are subject to distortion from channel noise

or various forms of interference

Distortion in Communication

5. Reception The process of comprehension by receiving messages

and decoding them into an understandable form It might not be possible to capture fully the other’s

meaning, tone or words

6. Interpretation Process of ascertaining the meaning and significance

of decoded messages for the situation to go forward An important way to avoid problems is by giving the

other party feedback

Distortion in Communication

Feedback The process by which the receiver reacts

to the sender’s message Can be used strategically to induce

concessions, changes in strategy, or alter assessments of process and outcomes

Absence of feedback can contribute to significant distortions by influencing the offers negotiators make

Distortion in Communication

Use of language Logical level (proposals, offers) Pragmatic level (semantics, syntax,

style) Use of nonverbal communication

Making eye contact Adjusting body position Nonverbally encouraging or discouraging

what the other says

How People Communicate in Negotiation

Selection of a communication channel Communication is experienced

differently when it occurs through different channels

People negotiate through a variety of communication media – by phone, in writing and increasingly through electronic channels or virtual negotiations

How People Communicate in Negotiation

How to ImproveCommunication In Negotiation

Manageable questions▪ cause attention or prepare the other person’s

thinking for further questions:▪ “May I ask you a question?”

▪ getting information ▪ “How much will this cost?”

▪ generating thoughts▪ “Do you have any suggestions for improving this?”

How to ImproveCommunication in Negotiation

TEN COMMUNIICATION TIPS

1.See what the other party is really looking for.

2. Don’t allow yourself to get sidetracked by the other party. Keep the conversation on

the issues being negotiated.

3. Seek to find alternative solutions thatthe other person would find of interest.

4. Use time to your advantage. Know the other person’s timeline.

5. Don’t allow the other party to know any absolute time constraints you might be in.

6. Know how the other party intends to define success in regards to what he is negotiating on with you.

7. Never use a weak voice when

offering a solution. It may cause the other

party to feel there is something else

he can get.

8. Use Silence to get the other party Think and help reinforce your points

9. To display confidence, make eye contact when offering a solution or trading something.

10. Never put anything in writing until the final negotiation is complete. Once something is in writing, it is very hard to get it changed.

The secret of effective

negotiation is dealing from strength, and

strength comes from

preparation.

-David Stern