Download - 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