Negotiating skills. What medical managers do Doing things comfortable, prime job Maintaining things...
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Transcript of Negotiating skills. What medical managers do Doing things comfortable, prime job Maintaining things...
Negotiating skills
What medical managers do
Doing things
• comfortable, prime job
Maintaining things
• safe, easy management
Changing things
• uncomfortable, leadership
Spectrum
Influencing skills
Negotiating skills
Dealing with difficult situations
Phases of negotiation
Preparation
Opening
Bargaining
Closing
Characteristics of a negotiation
A preference to search for a solution rather than have a fight
Depends on:
• Personalities of the people involved
• History that exists between them
• The persuasive ability of each
Two types of negotiation
Co-operative = win/win
• empathetic
• partnership agreements
Adversarial = win/lose
• maximise own gain and other’s loss
• unstable agreements
Preparation
What are my objectives?
What does the consultant want?
What information will influence the outcome?
How am I going to achieve my objectives?
What concessions can I make?
What part will other people play?
Objectives
What exactly do I wish to achieve?
Which of my objectives:
• must I achieve?
• do I intend to achieve?
• would I like to achieve?
What other options are acceptable to me?
How might this fit with what the consultant wants?
Concessions
What is the best deal I can realistically get?
What concessions do I have; their cost to me and value to the consultant?
What is the limit of my authority?
When should I walk away; and at what cost to the outcome?
Opening the negotiation
Establish the issues
Gather information
Establish the issues
Agree an agenda
• what needs to be discussed and agreed
• what are the major issues
• what are the timescales
Keep everything general at the beginning
Gain commitment early on, but only once all the negotiable items are identified
Gather information
You have and are willing to give
You have and are not willing to give
The consultant has and is willing to give
The consultant has and is not willing to give
Do not give concessions until you believe you have all the information
Bargain and build a solution
Start should be ambitious but defensible
Bargain
• ask questions and seek alternatives
Concessions traded
• don’t give away for free
Agreement reached
Closing stages
Vital to overall success
Do not be over eager as may make the consultant hold back for more concessions
Beware ‘one sided’ concessions at end of negotiation - the majority of concessions are given or traded in last 5% of total time.
Closing
Review position to date and agree it
Record the details
Define and timetable outstanding issues
Agree with the consultant that you both have the same interpretation
Some pitfalls - 1
Failing to prepare effectively
Being intimidated by status
Forgetting the consultant has things to gain
Making assumptions about what the consultant wants
Talking too much and failing to listen effectively
Some pitfalls - 2
Giving away concessions for nothing
Conceding on important issues too quickly
Assuming deadlock means agreement is not possible
Being inflexible
Taking things personally