two principles of assertion
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Two principles of assertion. You don’t get what you don’t get ask for You get a lot of what you do ask for Source: Andrew Gibbons. Two types of negotiation. Distributive negotiation ...where parties compete over the distribution of a fixed sum of value - PowerPoint PPT PresentationTRANSCRIPT
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Two principles of assertion
You don’t get what you don’t get ask for
You get a lot of what you do ask for
Source: Andrew Gibbons
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Two types of negotiation
Distributive negotiation
...where parties compete over the distribution of a fixed sum of value
Integrative negotiation
...where parties co-operate to achieve the maximum benefits by integrating their
interests into an agreement
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Two ways to view interpersonal fear
F antasy
E xpressed
A s
R eality
F alse
E vidence
A ppearing
R eal
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Two aspects of a negotiation interest
An interest is:
A desire, concern, goal or need that drives a position
An interest is what caused you to come to a conclusion
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Two aspects to a negotiation position
A position is a solution to the underlying issue
A position is what is decided upon
Source: NZ Steel
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Three thoughts on interests and positions
The real issues in conflict management and negotiation are interests not positions.
Look beneath positions, find shared and conflicting interests.
Skilled negotiators resolve conflict by uncovering all interests, and seek to build on common ones.
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Three ways to manage emotions well
Don’t attack their position, look behind it...
Don’t defend your ideas, invite criticism and advice
Recast an attack on you as an attack on the problem
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Three keys to persuasion
Atunement
Bouyancy
Clarity
Source Dan Pink
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Three aspects to a conflict situation
Results The desired outcomes
Process The way the conflict will be managed
Emotions The feelings sought when resolved
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Four steps to negotiation
Start with the end in mind
Help them prepare too - no surprises
Seek and build alignment of interests
Send one message - be organised
From: Danny Ertel
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Four ways to persuade
Quickly establish credibility
Frame your position on common ground
Provide evidence supporting your wants
Connect at an emotional level
Source: Jay Conger
Source: Butz & GoodsteinSource: Butz & Goodstein
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Four dilemmas for negotiators
Conceding or Being stubborn
Be jovial or Hostility
Bending or Domineering
Uncommitted or Undercommitted
Source: W Masterbrook
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Four stages of negotiation
Prepare Assess objectives - yours and theirs Decide on areas of possible flexibility Plan approach and sequence of events
Discuss Exchange positions and issues Create a positive working climate Listen carefully and question thoroughly
Propose Specify what you want Seek compromise - get a win/win if possible
Bargain Ask for what you want - modify if you need Don’t concede without trading
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Four essentials for negotiation
Separate the people from the problem
Focus on interests not positions
Generate many options
Use objective standards
Source: Fisher and Ury
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Four reasons not to show your hand Sensitive or privileged information
Information not yours to share
Information that diminishes your power
Information that may fluctuate
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Four sources of conflict
Commodities
Principles
Territory
Relationships
Source: Conflict resolution network
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Four emotional realities Other people cannot...
Anger you
...you make yourself mad
Depress you
...you make yourself sad
Offend you
...you take offence
Hurt your feelings
...your thoughts about the situation create your own
bad feelings
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Four major obstacles to negotiation Premature judgement
A single answer
Fixed pie
Their problem
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Four ways to get off to a good start
Express respect for the other side’s experience and expertise
Frame the task positively, as a joint endeavour
Emphasise your openness to the other side’s interests and concerns
Start with the agenda
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Four ways to manage emotions
Expressing
Containing
Reacting
Responding
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Five ‘C’s of negotiation
Capitulation give in…bad idea
Coercion force a short term ‘solution’
Compromise bargain and trade to agreement
Concession deliberately, within the context of a plan...
Consensus total harmony of opinion
Source: Andrew Gibbons
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Five ways to get past ‘no’
Don’t react, go to the balcony
Disarm them: go to their side
Change the game: don’t reject…reframe
Make it easy to say yes, build a golden bridge Make it hard to say no, bring them to their senses not their knees Source: William Ury
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Five things rules for investigative negotiation
Find out why your counterpart wants what they want
Seek to understand and mitigate the other’s constraints
Interpret demands as opportunities
Create common ground
Keep investigating even after the deal has gone
Source: Malhotra and Bazerman
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Five things negotiators must know
What you want and what you don’t
What other parties want and don’t
Your concessions
Your alternatives
Subject matter – yours and the other’s
Source: John Dolany
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Five factors around power and influence
Technical competence
Credibility
Trust and honesty
Interpersonal skills
Drive, energy and enthusiasm
Source: Mike Phipps
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Five traps to be wary of when negotiating
Irrational escalation
Partisan perception
Unreasonable expectations
Overconfidence
Unchecked emotions
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Five ways to handle conflict
Competing assertive and unco-operative
Collaborating assertive and co-operative
Avoiding unassertive and unco-operative
Accommodating unassertive and co-operative
Compromising mid-point on both dimensions
Source: Robert Blake
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Six types of assertion
Basic
Empathetic
Consequence
Negative feelings
Discrepancy
Responsive
Source: Ken and Kate Back
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Six parts to a BATNA:
B est
A lternative
T o
N egotiated
A greement
Source: Ury and Fisher
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Six parts to the POTASH model of negotiation
P lanning
O pening T esting out A djusting S haping
H andshaking
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Six things really good negotiators do well
Consider the context
Build relationships
Commit explicitly to honesty and openness
Negotiate in person
Deal with the principal
Trust, but verify
Source: Roy Lewicki
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Six questions on personal power What does power mean to you?
Who has power over you?
Over whom do you have power?
Around whom do you feel powerful?
Around whom do you feel powerless?
How do you manage your power?
Source: Conflict resolution network
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Six reasons we don’t use personal power
We comply unwillingly with others
We don’t use our skills and talents
We choose not to be assertive
We are afraid to ask
We feel trapped by past difficulties
We use disempowering language
Source: Conflict resolution network
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Six questions to prepare emotionally for negotiation
How do you want to feel going into the negotiation?
Why?
What can you do beforehand to put yourself in an ideal emotional state?
What can throw you off balance during a negotiation?
What can you do in the midst of a negotiation to regain your balance?
How do you want to feel when you are finished?
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Six mistakes in negotiation
Neglecting the other side’s interests
Letting price bulldoze other interests
Searching too hard for common ground
Letting positions drive out interests
Neglecting BATNAs
Not recognising your own partiality
Source: James Sibenius
Source: Butz & GoodsteinSource: Butz & Goodstein
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Seven steps to rational negotiation
Interests
Options
Alternatives
Legitimacy
Relationships
People
Commitment
Source: Harvard University
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Eight signs of a successful negotiation team Size of the team
A united front
Role fit
Mutual respect
Preparation time spent well
Clarity of personal contributions and outcomes
Leadership
Time spent together developing understanding
Source: Andrew Gibbons
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Eight things negotiators can do...
Say ‘no’ effectively
Inspire confidence
Be ingenious
‘Take it’ without negative reactions
Be a patient listener
Have a sense of humour
See the wider context - the wider picture
Articulate complex issues clearly and concisely
From: Bruce Morse
Source: Butz & GoodsteinSource: Butz & Goodstein
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Eight keys to negotiation
Offer incentives - create a need and a want
Put a price on the status quo
Seed ideas early - build on these
Reframe if you need - keep it flexible
Build consensus - seek common ground
Help others save face
Keep the dialogue going
Look for new perspectives - be creativeive
From:: D Kolb and J Williams
Source: Butz & GoodsteinSource: Butz & Goodstein
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Nine ideas for negotiators Don’t get personal
Control your emotions
Don’t talk out of school
Leave something on the table for the other guy
First offers aren’t final offers
Don’t negotiate with yourself
Don’t be afraid to take a risk
Don’t over- attribute strength to other parties
Seek expertise if you need
Source: Robert Winner
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Nine tips for negotiators Focus on interests first, positions second
Build trust
Listen
Probe
Challenge everything
Be patient
Don’t make the first move
Don’t accept the first offer
Don’t make unilateral concessions
Source: Poyner and Sprouill
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Nine keys to negotiation
Have an alternative - negotiate with freedom of choice
Negotiate when you have an agreement in principle
Aim high, first positions set limits on best possible outcomes
Let the other party state their case and wants first
List and clarify what the others want before you get started
Bargain and trade - don’t just give anything away
Keep the whole picture in mind throughout
Be alert for variable and new issues throughout the process
Keep accurate notes and summarise progress continuously Source: Alan Chapman
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Ten ‘right’s as a person
I have a right to:
Be treated with respect as an equal person
Define my needs and ask reasonably for what I want and need
Define my own limits and to say ‘no’
Express my feelings and opinions
Make my own decisions and to change my mind
Seek clarification and understanding if something is not clear
Make mistakes without feeling guilty or made to look foolish
Hold my own set of values
Be listened to when I speak
Refuse to take inappropriate responsibility for other’s issues
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Ten ways to counter an impasse When stuck, talk about how you feel
Reframe the issue
Break complex issues down
When in doubt, restate, restate, restate
Stay flexible
Affirm areas of agreement
Clarify criteria
Reaffirm or revise ground rules
Take a break
Explore alternatives
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The best negotiators do this:
Spend the time it takes to prepare really well
Test understanding and summarise a lot
Ask many questions to clarify and explore
Give ‘internal’ information
Flag up behaviour - unless disagreeing
Avoid ‘irritators’
Never make immediate counter-proposals
Don’t get into defend/attack spirals
Work through one issue at a time
Recognise and emphasise common ground
Assess their performance thoroughly
Source: Andrew Gibbons
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Twelve ways to win people to your way of thinkingThe only way to get the best of an argument is to avoid it
Show respect for the other person’s opinions
If you are wrong, admit it quickly and emphatically
Begin in a friendly way
Get the other person saying ‘yes yes’ immediately
Let the other person do a great deal of the talking
Let the other person feel that the idea is his or hers
Try honestly to see things from the other person’s point of view
Be sympathetic with the other person’s ideas and desires
Appeal to the nobler motives
Dramatise your ideas
Throw down a challenge
Source: Dale Carnegie
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Thirteen key issues around Negotiation People
Objectives Principles
Timing Bargaining/trading
Movement Authority Control
Convergence/divergence BATNAs
Skills Leverage
History and aftermath
Source: Andrew Gibbons
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Can you distinguish between interests Can you distinguish between interests and positions? and positions?
Can you give examples?Can you give examples?
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“The only behaviour we can control is our own”