pln negotiation skills - pandu pnt.pdf

7/25/2019 PLN Negotiation Skills - Pandu PNT.pdf

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NEGOTIATION SKILLS

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Amelia Naim Indrajaya, MBA

FOTO


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Negotiating Skills

To provide you with the skills

to plan & implement successful negotiation

At the end of the course you will appreciate howto:

Establish objectives to be achieved bynegotiation.

Identify a range of outcomes from the desiredideal to the ultimate acceptable fall back

position. Use interpersonal skills to influence others in

both informal and formal situations to achieveyour objectives.

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GAYA SOSIAL &

INTERPERSONALDominan

Analytical

Goal getter

People Pleaser

Promotor

Pasif

Tertutup Terbuka

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MODEL EMPAT KUADRAN

HERRMAN BRAINCerebral

Limbik

Left Right

How? Why?

What? What if?

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WHAT?

Matematis

Rasional

Realistis

Teknis

Finansial

Akademis

Kritis

Logis

Fakta

Kuantitas

Otoritas

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WHAT IF?

Holistik

Play

Perubahan

Orientasi Strategis

Mengambil Resiko

Helicopter View

Visual

Imajinatif

Spasial

Artistik

Konseptual

Simultan

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HOW?

Menghindari Resiko

Prosedural

Terjadwal

Konservatif

Terorganisir

Berurutan

Dapat diandalkan

Taktis

Detil

Administratif

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WHY?

Interpersonal

Mendukung

Mengayomi

Ekspresif

Sensitif

Simbolis

Intuitif

Spiritual

Perasa

Musikal

Mengulurkan Tangan

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Act assertively to achieve objectives

Reduce resistance & minimise conflict Know how & when to accept the opinions, values

& will of others

Work to achieve a WIN-WIN situation

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Negotiation occurs when there is something of value

that you wish to attain

Need is the negotiators starting point

Need is also the weakness that can be exploited

Negotiation is also a process that is of benefit to allparties

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BATNA

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BATNA

BATNA is an acronym for:

Best

AlternativeToa

NegotiatedAgreement

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Why BATNAs Matter

BATNAs tell you when to acceptand when to reject an agreement

When a proposal is better than yourBATNA: ACCEPT IT

When a proposal is worse than yourBATNA: REJECT IT

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Why BATNAs Matter

A good BATNA strengthens yournegotiation power.

Agreement on each sides BATNAleads to ripe moments e.g.,parties who agree on a likely courtoutcome can settle out of court.

Divergent BATNA images lead tointractability or violence e.g.,when each side thinks it can win,both pursue conflict intensely.

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Determining Your BATNA

Develop a list of possiblealternative actions to negotiation.

Convert the more promising ideasinto practical actions.

Select the best option.

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BATNAs and the Other Side

Attempt to determine their BATNA Follow the same steps as for

determining your own BATNA Knowing your BATNA and theirs tells

you the strength of your own position

Only reveal your BATNA if its better Revealing a weak BATNA weakens your

position Revealing a strong BATNA strengthens

your position

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Third Parties and BATNAs

Third parties can help disputantsidentify their BATNA.

Questions to ask: How could you do that? What would the outcome be? What would the other side do? How do you know?

Can be asked privately or together

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Ineffective Negotiation is about:

Non mutual benefit

Compromising for no return

Playing games

Think of a time when a

negotiation has not been

successful.

Can you identify what

went wrong?

When you have

purchased

a house or a car

Did you negotiate

terms?

Were you successful?

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Effective Negotiation

Is an importantcommunication skill

Reaches the agreement that

best meets both sidesrequirements

Should be conducted in aprofessional manner

Be a solid foundation onwhich to build futurerelationships

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Preparing yourself

Identify your objectives

Identify targets Know your resistance point

Adopt the most suitable style

Time the interaction correctly

Achieve a deal

Preparation enables you to :

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EXTRAVERTS INTROVERT SENSORS INTUITIVES THINKERS FEELERS JUDGERS PERCEIVER

E I S N T F J P

DES

CRIPTIONS

Outer directed

Energy &excitement

Love "people"

action

Inner directed

Quiet

People drainthem

The 5 senses

Practical reality

Status quo

Possibilities,not realities

See the BigPicture

Theoreticaloverview

Objective

Logical

Focus on thetask

Subjective,

personalvalues

Harmony

Sociable &friendly

Like control &structure

Want to get itdecided

Aggressivedecisionmakers

Want moreinformation

Keep optionsopen

Dislikeschedules

COM

MUNICA

TION

STYLE

Fast & talkative

Think out loud

Ready, fire,aim

Slow & quiet

Internallythoughtful

Ready, ready,

ready, aim,

aim

Hear thingsliterally

Step-by-step

They don't

brainstorm

much

Jump around alot

Hear thingsfiguratively

Consider facts

as limits

Brief &concise

Impersonalterms

Pros & Cons

Talk story

Friendly

Perhaps timeconsuming

Discussaggressively

Quick todecide

Look for

someone toblame

Informal style

Love tobrainstorm

Discusscontingencies

How do you NEGOTIATE WITH THESE TYPES?

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EXTRAVERT INTROVERT SENSORS INTUITIVES THINKERS FEELERS JUDGERS PERCEIVER

E I S N T F J P

NEGOTIATING

WITHTHISTYPE

Small talk is ok

Ask open-

endedquestions

If impasse,change energy

Draw them out

Give them time

to thinkSend it inwriting

Stay in the

"here-and-

now"A concern forhistory

Factual,precise &detailed

Brainstormnovel ideas

Use metaphors& analogies

Assist gettingto action

Be logical &organized

Cost-benefitanalysis

Avoidemotions

Be interestedin people

Start w/ pointsof agreement

Don't criticizethem

They needstructure

Get detailsbefore closure

They sounddefinite

Don't constrainthem

Expect lastminutechanges

Help themselect amongoptions

TIPSIF YOUARE

THISTYPE

Slow down &listen

Warn themabout you

Get them tobrainstorm

Be clear &forceful

Once is notenough

Smile

More than justthe facts

Peel theonion

Same fact

cuts bothways

Stick to theissues

Settle easythings first

Don't overlookdetails

Allow someemotions

Find out

what theyfeel

What are the

"people"issues?

Don't take itpersonally

Be brief & don'trepeat

Maybe you

can't haveharmony

Do you haveall the facts?

Don't speak inconclusions

Allow otherssome time

Reduce theoptionsavailable

Assert yourpreferences

Just pick one

USING THE MYERS-BRIGGS FOR CONFLICT RESOLUTION

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Traditional Negotiation

Has two sides Is a form of warfare

Has opposing objectives Has a short sighted approach

Formal NegotiationFavours the party with

the strongest power

base

Limits the likelihood ofinformal talks

Emphasises the letter

of agreement

Informal NegotiationEmphasises the

relationship between

the two parties

Encourages the spiritof any agreement

reached

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Modern Negotiation

Enables strategic alliances to be built

Emphasises partnerships

Builds relationships

Is effective long term

Outcomes From Negotiation

Need to achieve the objective setBe of benefit to all parties

Ensuring a WIN/WIN situation

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Identifying Possible Outcomes

Write down all your objectives

Put them in order of priority

Identify issues that are open to compromise

Identify those that are not

Classifying Priorities

Those that are desirable

Those that are acceptableThose that are the minimum you/the organisation require

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What is influencing?

Achieving a result that meets the legitimate needs

of both sides

Achieving long lasting results

Improving the relationship of the people involved

Legitimate is the important word here.

Needs must be legitimate if influencing is to be

successful.For influencing to be effective it has to be

sustainable.

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The MIGHT IS RIGHT style of influencing always fails.

People can appear to agree but over time they may show theirdisagreement by leaving the workplace.

A boss who forces his influence onto his work-team may only see

short term gains.

The relationship of trust may be destroyed and will be hard to

rebuild.

What is influencing?

When it fails

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Why is influencing important?

Flatter organisation structures need it to be effective.

Lean is mean more stress is prevalent in current

organisations.

The rise of the customer the customer is not always right,but it is our job to make them feel right.

Working across organisations its the only positive way

forward.

The demise of traditional authority all employees have avested interest in the future success of any

company/organisation.

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Influencing is not about :

Forcing your point of view on othersNagging until they agree

Giving in to someone

Bargaining

A debate

Dealing with others assertively

Speaking with knowledge and confidenceListening to their point of view

Appreciating the differences

Showing respect

It is about

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The Levers Of InfluencePull Skills

Creating rapport

Authentic listening

Skilful questioning

These Pull techniques also involve

the effective use of non-verbal

communication.

Creating rapport :Posture

Voice Tone & Volume

Gesture

Eye Contact

Facial expressions

How we occupy our space

Consider carefully how you want to build the relationship

with someone who you will be negotiating with.

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The aim is empathy a non-judgmental state that aims to

understand the other person.

Authentic Listening is :Listen for content

Listening to the other messages

Summarising the content

Summarising the emotion

Testing your assumptions

Authentic Listening

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Barriers to Listening

Dialogue of the deal - Both sides within a discussion, intent on makingtheir own point, may fail to listen to each other.Experience - The parties may have had bad experiences of negotiations in

the past.Familiarity - Can be a crucial disabler when negotiating.Skim Listening - Picking up on key words and missing vital parts of the

conversation.Attention span Are you focused or distracted?

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Pull LeversQuestioning :

Have a questioning strategy

USE:

Hypothetical questions

Defining questions

Probing questions

The aim is to use effective questioning skills to

Help build rapport

Obtain accurate information

Obtain other peoples opinion

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Assertiveness is

Saying what you meanMeaning what you say

Asking for what you want clearly

Listening to what the other person is saying

Being honest about what is relevant

Being prepared to look for a workable compromise

Being Assertive during a negotiation is the best wayto achieve a win/win outcome. Conduct your conversation

with clarity, confidence and an open mind.

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Recognising Assertiveness

Effective body language how would you describe this?Use assertive language what is considered assertive

language?

Never become emotionalAngry

Resentful

Frustrated

Behaviour breeds behaviour

Keep the temperature low

Stay detached

Show respect

RespondingNot

Reacting

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Power In Negotiation

Negotiation assumes a certain equality between parties

Negotiation refers to obtaining something of value

that someone else has. The focus is upon

mutual benefit.

Differing power bases can lead into fighting

behaviours.

Parties do test each others strengths and probe

into just how dependant they are on each other.

A balance of power is essential if negotiations areto be successful.

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Influencing The balance Of Power

Facts Expertise Explore Strengthen Authority

Facts The skilled negotiator has all the facts ,

background history and figures. Even a hardened MD

cannot fail to be impressed.

ExpertiseAgain gained by effective preparation.

Explore Pose questions in a non threatening manner.

How do we find this solution together.

Strengthen Develop acceptance and trust . Find &

implement outcomes that are of interest to both parties.Authority it is vital that both parties have the

authority to make the outcome happen.

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Negotiation Strategy

Opening Exploration Create movementCreate Closure Finish

The Process

Agree

Boundaries

Deny

Need

Stress the

Difference

Agree Boundaries On which the negotiation will focus.Deny the need A deliberate strategy in which both parties play

down their need for a particular outcome.

From the outset skilled negotiators will play up the fact that they do

not believe the outcome will be successful.

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Opening Negotiation

Set the offer at the most appropriate levelnormally a long way removed from target.

Respond in a way that is deemed most appropriate,

usually rejection.

There is no such thing as a first offer that

is too good to refuse. Openings within

negotiation are like a chess match both

parties will begin with an offer that is far

removed from target.

The opening offer is very rarely a serious

commitment.

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Exploration

Identify : Needs Wants Interests

Needs Those things that you feel you cannot do without

Wants Those things that people would prefer to have

Interests The reasons that lie behind the WANTS & NEEDS

It allows the parties to explore the situation.

Needs & Wants are talked about first.

A skilful negotiator can see where the other

party expect the final outcome to be.

Exploration is important because:

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Create Movement

Be prepared to compromise

Explore possibilities Ask what if? questions

Be clear about the variables

Exchange

During this phase it is

vital that if you agree

to a concession youget something back

in return .

Dont give anything

away too easily

people do not valuethings that have been

obtained with little

effort.

Restate your case Ensure that

the agreement is clear by going over

again what has been agreed.

Restate everything that you have

agreed on. Minimise the

perception of what is left to agree.

Write it down It may prompt some

questions before the deal is closed.

Prevention is better then cure.

Firming Up

Proposals

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Keep moving Dont get bogged down in detail

Focus on issues

Give recognition

Give the other party a final

opportunity to clarify any issues

Create Closure

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Closing

List of issues from both sides Prepare a draft framework

Tackle outstanding details

Record each point as it is agreed

Agree a process to review

Agree a procedure for complaints

Know when to stop talking

The skilled negotiator will not be distracted from their task.

Always remember that the whole point of negotiation isthat two parties have something of value.

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Failing Negotiation

Initial commitment may be based on incomplete informationNegotiation may be based on false assumption

People communicate using their mind & body through the use of emotion.

Misunderstandings can arise because of stereotyping.

Tension is caused by emotions which can then lead to stress & anxiety.Listen actively with empathy to reduce the perceived threat and try to show

acceptance and understanding.

If everyone ignores the pinch then a crunch can be just around the corner.

The relationship may suffer as a consequence.

The secret of success is to look for the pinch before it becomes a crunch.

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Approaches to Resolve Conflict

Skilful listening to improve understanding

Assertion skills

Influence by using interpersonal skills

Emphasise issues, break up large issues

Make careful note of actions decided

Facilitation Helping people communicate with one another.

Conciliation or mediation Working towards resolving an issue

whilst remaining independent. Advocacy negotiating on behalf of

one party.

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Outcomes From Negotiation

In a win/lose situation one party may feel threatened by the other and

react in a defensive or aggressive way to ensure they dont get beaten

into submission.

In a lose /lose situation, both parties have lost and no-one gets what they

really want.In a win/win situation, this provides the basis for a long lasting

partnership that can be mutually rewarding.

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Stages to Successful Negotiation

Exchange information

Assess Wants, Needs, Information

Find the middle ground which is fair & reasonable to both

Firm up a mutually agreeable solution

Recognise these stages, work towards them.

Use the notes in this course to help future

Negotiations. Create a learning log a simple diary will do.

Assess every negotiation you are involved in.

What went well? What could be better?What will you do differently next time?

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A successful Negotiator can

Build Rapport

Network effectively

Work in a team

Build consensus

Be persuasive

Deal with conflict

pln negotiation skills - pandu pnt.pdf

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