emergency department directors academy phase i spring 2020 ... · negotiating skills description it...
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Emergency Department Directors Academy Phase I Spring 2020 Negotiating Skills DESCRIPTION It has been said, “You don’t get what you deserve; you get what you negotiate.” The presenter will describe and demonstrate critical negotiating principles and techniques that you can use in your professional and personal life to get you what you want and deserve. Critical concepts of time, deadline, starting position, and concessions will be described with real examples. Participants will recognize how effective negotiators use power techniques such as competition, expertise, and higher authority. OBJECTIVES
• Define the principles of negotiation. • List the components of successful negotiating, including attitude, information and aspirations, time,
power, and planning. • Describe negotiating processes, including starting, concession behavior, and overcoming obstacles. • Describe effective responses to common negotiating ploys. • Describe the potential risk of under-utilization. • Describe successful methods of demonstrating findings and creating behavior change. • Describe the components of effective administrative, intra- and inter-departmental communication,
including both verbal and written. • Negotiating Skills
2/3/2020, 10:45 AM - 12:00 PM FACULTY: Robert W. Strauss, Jr., MD, FACEP DISCLOSURE: (+) No significant financial relationships to disclose
Negotiation SkillsPrinciples for Success
Robert W. Strauss, M.D., FACEP ED Directors Academy – Phase I
Dallas, 2020
“Everything we want … is under the control of… someone else.”
Roger Dawson
“The first offeris never
the final offer.”Edward Levin
Successful negotiationis a mutually acceptable
resolution of a conflict.
Classic views of Negotiation Negotiation is DistastefulTo some because:
Ø The Tijuana Syndrome –Haggling that cheapens allinvolved.
Ø The International Treaty –Expertise unobtainable by a mere amateur.
Concession BehaviorSoviet View
Concessions are a sign of weakness.
Ask for more!!
Negotiation is
Knowing and Caring
about what you want!
Components of Success
Ø AttitudeØ InformationØ TimeØ PowerØ and…
Planning(Among Inexperienced)
90% of planning occurs just before the negotiation . . .
10% occurs afterwards!
PlanningLike a wedding, good negotiations
are well orchestrated events.
Among novices, preparation is the most frequently ignored
component of negotiations
Create an Environment of Trust
”Seek first to hear, then to be heard”Steven Covey
“We will bury you!”Nikita Khrushchev
Learn to control your emotions.Emotional negotiations harbor resentment.
“Facts are a stupid thing!”
Ronald Reagan
“I worked for a menial’s hire,
only to learn dismayed,that any wage I’d asked of life,
life would have paid.”
Jessie B. Rittenhouse
“If you get too much, you can give some
of it back later”
Aileen K. Strauss
The Harvard Experiment
Dean Fouraker
“People who expect more,earn more.”
Dean Fouraker
Paradox of LOFTY Goals
SimultaneouslyWin More
Lose More
How do you respond to:
NO!!“Open your mind”
Be willing to accept “NO”
Aspiration=
Success
“A Study of the Relationship of Negotiator Skill and Power as
Determinants of Negotiation Outcome.”
Higher aspirations
lead to higher awards.
Negotiators project
their own aspirations.
“He is well paid, who is well satisfied.”
William Shakespeare
Fair and reasonable to Me are Not necessarily fair
and reasonable to You
Time / DeadlineØ Greatest concessions occur at
the last minuteØ Easy settlements don’t achieve the
greatest concessionsØ What happens if you go beyond
the deadline…
. .
I . . ..... .·-"f-i - ....s·.O 0 ,,Ill. . . .'
D E A D L I N EDetermine:
Ø Their deadline.Ø Is yours real?Ø Can it be extended?
PowerMost people believe,
the other side has more.
“The dumber one appears to be, the more relaxed and vulnerable the other side will be.”
Roger Dawson
Weak = Strong Dumb = Smart
The Power of:Ø WeaknessØ CompetitionØ Limited Authority
Competition Solutions
If you are one of several options, they compete for you.
If you appear desperate, you compete for them.
Ø Gain informationØ Describe your uniquenessØ Develop your own options
Competition Solutions
Ø Establish authority earlyØ Play on prideØ Gain commitmentØ Invent your own authority
Limited Authority
NegotiationsHow do you:Ø StartØ ConcedeØ Overcome Obstacles
Hoveland’s
Experiment
A, B, . . . . . . X . . . Y, Z
Creating Vision
If you want to move people along a continuum,
you’ve go to show them what is beyond where you want them to go.
RWS
The
Incremental Natureof
ConcessionsGuccione – Penthouse Boardwalk Casino Republican Debates – Eminent Domain
Karass on ConcessionsWinners
Ø SmallConcessions
Ø LastConcessions
Ø Decreasetoward deadline
LosersØ Large ConcessionsØ First ConcessionsØ Increase at deadline
“…but this swift business I must uneasy make,
lest too light winning make the prize light.”
The Tempest
Shakespeare
The “Too Easy”Win
The used car… a GREAT deal?
The “Too Easy”Win
Ø I could have done betterØ Is there something wrongØ I don’t trust them
The Theory of Yes
Just say“YES”
Definitely Not Nancy Reagan
Negotiating Ploys
“The greatest cunning is to have none at all.”
Carl Sandburg
Negotiating PloysØ Bait and Switch
Ø Good Guy / Bad Guy
Ø Higher Authority
Ø Funny Money
Ø False Reluctance
Ø End Run
Ø Puppy Dog
Ø Nibble
Ø Abuse
Ø Flinch
Focus on interests, not positions.
Getting to Yes Fisher and Ury
Satisfaction is not necessarily linked
to outcome.
“Michael,I am more proud of how you handle your success than I am of your success.”
Kirk Douglas