negotiation and your career
DESCRIPTION
. . Negotiation and Your Career. Sally Schmall , MSW, SPHR Academy Coaching http://AcademyCoaching.com [email protected]. Negotiations. . . We negotiate every day. We all have a style of negotiation. Competitive. Cooperative. Negotiation styles. C ompetitive. - PowerPoint PPT PresentationTRANSCRIPT
. Negotiations
We negotiate every day
We all have a style of negotiationCompetitive Cooperative
Negotiation styles
Competitive• A high initial demand• Likelihood of impasse
Cooperative• Initiates granting
concessions• Vulnerability to
exploitation
Both the competitive and cooperative strategies focus on the opposing “positions”Each negotiator attempts to achieve as many concessions from the other as possible.
PRINCIPLED NEGOTIATION – HARVARD NEGOTIATION PROJECT
• It is a strategy largely based on problem-solving or integration
• The style is hard on the merits, soft on the people
Principled negotiation sets out to:
• Separate the people from the problem• Focus on interests, not positions• Generate a variety of possibilities
before deciding what to do• Insist that the result be based on some
objective standard
SEPARATE THE PEOPLE FROM THE PROBLEMPerceptionEmotionCommunication
Conversation starters
• “I value our relationship, and hope you know that my goal is to create a solution that doesn’t compromise our working relationship.”
FOCUS ON INTERESTS, NOT POSITIONSHow to identify interests
Conversations starters
• “What do we think we really are trying to achieve?”
• “Who else needs to share this aim for this project to succeed?”
Talking About InterestsGetting someone’s attention
Conversation starters
• “What would it take to “bury the hatchet” enough to be open to a different relationship?
INVENT OPTIONS FOR MUTUAL GAINBroaden your options
Conversation starters
• “If you had to come up with different solutions what would be your preferred top 3?”
INSIST ON USING OBJECTIVE CRITERIADeciding on the basis of will is costly
Conversation starters
• “How can we work together to identify sources of objective criteria before we discuss options?”– As an example, in negotiating to purchase a
particular car, we would want to look at what that car sells for at other dealerships.
– What do similar cars sell for? – What does the blue book (or red book if
applicable) say the price should be? – What is the previous year’s model selling for?
"YES, but..."
• What if they are more powerful?– Know your BATNA (Best Alternative to
Negotiated Agreement)– The better your BATNA, the greater your
power– Consider the other side's BATNA
Summary
• Redefine "winning“• Seek options and the solution will follow• Learn from doing—practice, practice,
practice