[email protected] Negotiation workshop CZ.1.07/2.2.00/07.0029 How to come to a yes.
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Transcript of [email protected] Negotiation workshop CZ.1.07/2.2.00/07.0029 How to come to a yes.
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Negotiation workshopCZ.1.07/2.2.00/07.0029
How to come to a yes
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Like any decision• A appreciate you need to negotiate• S specify WWW WWH• K causes problem? opportunity?
• S solutions generate; select• I implement plan; prepare• R review satisfactory outcome
• L learn to improve
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Exercise 1: Negotiate if…
• Your 3 points
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Negotiate if…
• Best approach available• Time• Options• Willing• Confident• Prepared• … to lose!?
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Need to negotiate
• Optimum outcome• Acceptable to all• Approval• Awareness• Involvement• Commitment
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Scope and scaleType e.g. quantitative or qualitativeFacts, rules, normsNeed for decisionUrgent or phased‘Big bang’ or softly, softlyDecision criteriaPotential to pre-empt
Plan
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Plan Outcomes
• Ideal• Fair• Fallback / crucial• Reject
• Packages• Trade-offs
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Prepare
• Style,format,content• Location, layout• Time, duration• 1-2-1?• Formal?• Types of input
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Exercise 2: Dicey Business
• Teams of say 4-6• Running a business• Which will be most successful?
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Dicey Business Feedback
• How successful were you?• Why?
• Did you establish the facts?• Did you use them?!
• What forms of negotiation occurred?• Was it appropriate?
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Types of Outcome
I win I lose
You win
You lose
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win-lose negotiation• Tempting• Temporary feeling of superiority• BUT the other party is NOT your enemy
• Likely to ruin long-term relationship• Loser unlikely to want to work with you again• May seek to avoid carrying out agreement• Be uncooperative and legalistic• May seek revenge
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21/04/23 John Rayment Anglia Ruskin [email protected]
Leadership Fitness See-sawLeadership Fitness See-sawGlobally Fit Leadership
‘WINNERS’
‘LOSERS’Diabolical Leadership
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Psychology
• Fit their image• Ask for more than you need• Charm offensive• ‘sell’ your solution to them• Emotional intelligence:
- what approaches work with them?
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Body Language
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Exercise 3: Body Language
Show me…•You are enjoying the session•You feel unclear about what is being discussed•You think you will lose out•You feel confident and relaxed•You want to be left alone•Something else
– see if I get the message
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Negotiating successfully
• explore each person’s position• seek a ‘win-win’• mutually acceptable compromise• Balanced optimum outcome
• Don’t assume you know the other’s goals• Seek out their hidden agendas / concerns• Be prepared to trade / negotiate /
compensate
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Negotiate with the ‘right’ person
• With the power to decide and implement
• Similar attitudes• Receptive to change• Mutual respect• Owes you a favour
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State your case
• Emphasise areas of agreement• Explain your position• Need for a positive outcome• Consequences of failure• Assumptions – state and challenge• Be constructive and flexible
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Exercise 3: Save the Planet
• My world is falling apart!
• Please help put it back together
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Emotions / feelings
• Before
• During
• Short term
• Long term
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Exercise 4: Transaction Analysis
• Read the handout• Discuss with your group• Prepare a scenario for another group to tackle
- from both sides
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21/04/23 John Rayment Anglia Ruskin [email protected]
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21/04/23
The Embedded Values Cycle
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21/04/23 [email protected]
Concepts of MisLeadership and Globally Fit Leadership (GFL)
Category of ElementMisLeadership of GFL • Missing Decision Making• Misguided ` Global Perspective• Misinformed New Paradigm• Machiavellian Contemporary
Mission
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21/04/23 [email protected]
O3 Society
O2 Group
O1 Individual
F1 F2 F3 Strength Stamina Suppleness
Holistic Depth
Fitness Plane
Organic Level
H3 Spiritual H2 MentalH1 Physical
The Global Fitness FrameworkThe Global Fitness Framework
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21/04/23 John Rayment Anglia Ruskin [email protected]
Misinformed versus New Business Paradigm
• GIGO• Challenge assumptions• Seek the truth• Beware MisLeadership by
others
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21/04/23 [email protected]
Machiavellian versus Contemporary Mission
• Where leaders make decisions to achieve their / their organisation’s mission
• knowing these decisions will result in overall harm to humanity
• We say this is being Machiavellian and deliberate MisLeadership
• BUT is it necessarily wrong??
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EFMD 3/6/2011
• Eric• Global Era 1989 >• Poverty reduction• ITC revolution• Wider / deeper Europe• WTO growth 90 > 153• Global markets goods, capital, technology
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Capitalism: the one and only
• China, India, Soviet area;• Arab spring
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Failures
• Polarisation• Ignorance, poverty, disease• Ethnic, culture tensions / wars• Capitalism crisis• Growing insecurity• Weak government• Environmental catastrophes
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Contexts
• Legitimacy of elites questioned• Business leaders / politicians / professors• Inadequate reaction to issues: courses on
ethics; new laws > better lawyer• Is there a pilot in the cockpit?• Education / knowledge creation vital• 12000 BS global; 90000 MBA students in UK