negotiation_skills02.04.06

8/7/2019 negotiation_skills02.04.06

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Negotiation SkillsNegotiation SkillsAttaullahAttaullah

Haider shahHaider shah

Taimur khanTaimur khanSumaira azamSumaira azamS.Muazzam ali shahS.Muazzam ali shah


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Overview of Seminar ContentOverview of Seminar Content

Defining Negotiation SkillsDefining Negotiation Skills

Promoting Creative ResponsesPromoting Creative Responses

Negotiation Questionnaire (How much doNegotiation Questionnaire (How much doyou know?)you know?)

Mapping Conflicts and Developing OptionsMapping Conflicts and Developing Options

Negotiation versus MediationNegotiation versus Mediation Broadening PerspectivesBroadening Perspectives


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Creative ResponsesCreative Responses

There are two people in a kitchen. ThereThere are two people in a kitchen. Thereis only one orange left and both of themis only one orange left and both of them

want it. What would you expect as thewant it. What would you expect as thesolution?solution?

Compromise is one option. They might cutCompromise is one option. They might cutit in half and each gets half.it in half and each gets half.


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Lets assume thats what they do. OneLets assume thats what they do. Oneperson now goes to the juicer and startsperson now goes to the juicer and starts

squeezing a rather too small glass ofsqueezing a rather too small glass oforange juice.orange juice.

The other, with some difficulty, begins toThe other, with some difficulty, begins tograte the rind of the orange to flavor agrate the rind of the orange to flavor acake.cake.


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A win/win approach involves:A win/win approach involves:

Going back to underlying needsGoing back to underlying needs

Recognizing individual differencesRecognizing individual differences

Adapting positions in light of sharedAdapting positions in light of sharedinformation and attitudesinformation and attitudes

Attacking the problem, not the peopleAttacking the problem, not the people


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Problems or Challenges?Problems or Challenges?

Perfection versus Discovery?Perfection versus Discovery?

The perfection hat says: Is this goodThe perfection hat says: Is this goodenough? (Usually not!) Does this meetenough? (Usually not!) Does this meetmy impeccably high standards?my impeccably high standards?

The discovery hat says: How fascinating!The discovery hat says: How fascinating!What are the possibilities here?What are the possibilities here?


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Negotiation Defined:Negotiation Defined:

Take a few minutes of discussion/dialogueTake a few minutes of discussion/dialogueto arrive at a common understanding ofto arrive at a common understanding of

the term negotiationthe term negotiation Negotiation involves two or more partiesNegotiation involves two or more parties

with competing or conflicting interests orwith competing or conflicting interests orneeds, working towards an agreement onneeds, working towards an agreement on

how they will cooperate.how they will cooperate.


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Negotiation QuestionnaireNegotiation Questionnaire

Answer True or False to the followingAnswer True or False to the following

1. Negotiating is concerned with winning1. Negotiating is concerned with winningmore points than the other side.more points than the other side.

2. If the other party is a hard, aggressive2. If the other party is a hard, aggressivenegotiator, then we must use the samenegotiator, then we must use the sametactics in selftactics in self--defense.defense.

3. If our organization is large, we should3. If our organization is large, we shouldbe prepared to use our power to influencebe prepared to use our power to influencethe outcome.the outcome.


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Negotiation Questionnaire (2)Negotiation Questionnaire (2)

4. Negotiation is about concluding a contract.4. Negotiation is about concluding a contract.

5. It is a sign of weakness to be slow and5. It is a sign of weakness to be slow andcautious in reaching agreement.cautious in reaching agreement.

6. People who are demanding and6. People who are demanding anduncompromising make the best negotiators.uncompromising make the best negotiators.

7. There is nothing wrong with giving misleading7. There is nothing wrong with giving misleading

information if it is going to help you get whatinformation if it is going to help you get whatyou want from negotiations.you want from negotiations.


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Negotiations Questionnaire (3)Negotiations Questionnaire (3)

8. It is dangerous to allow the other party8. It is dangerous to allow the other partyto know what you really want in ato know what you really want in anegotiation.negotiation.

9. We have failed in a negotiation if we do9. We have failed in a negotiation if we donot get exactly what we want.not get exactly what we want.

10. There can only be one winner in any10. There can only be one winner in anynegotiation.negotiation.


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What does the questionnaire meanWhat does the questionnaire mean

to you in your role?to you in your role? There are many styles of negotiation; one is theThere are many styles of negotiation; one is the

hard or aggressive approach that states: morehard or aggressive approach that states: morefor you means less for me.for you means less for me.

If you answered true for six or more of theIf you answered true for six or more of thestatements, your adopted style is probably thestatements, your adopted style is probably thehard bargainer.hard bargainer.

The openly aggressive negotiator reveals toughThe openly aggressive negotiator reveals tough

behavior & doesnt hide intentions.behavior & doesnt hide intentions. Others are quietly aggressive and secure theirOthers are quietly aggressive and secure their

objective surreptitiously.objective surreptitiously.


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12 Conflict Resolution Skills12 Conflict Resolution Skills

1. Think Win/Win1. Think Win/Win

2. Creative responses that transform2. Creative responses that transformproblems into creative opportunitiesproblems into creative opportunities

3. Build empathy by using active listening3. Build empathy by using active listeningto clarify understandingto clarify understanding

4. Apply assertiveness strategies to attack4. Apply assertiveness strategies to attack

the problem and not the personthe problem and not the person 5. Eliminate power over to build power5. Eliminate power over to build power

with otherswith others


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6. Manage emotions by expressing fear,6. Manage emotions by expressing fear,anger, hurt, and frustration wisely toanger, hurt, and frustration wisely toeffect changeeffect change

7. Name personal issues that cloud the7. Name personal issues that cloud thepicturepicture

8. Map the conflict by defining issues of8. Map the conflict by defining issues ofcommon needs and concernscommon needs and concerns

9. Design creative solutions together9. Design creative solutions together


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10. Plan and apply effective negotiation10. Plan and apply effective negotiationstrategies to reach agreementstrategies to reach agreement

11. Help conflicting parties move towards11. Help conflicting parties move towardssolution through mediationsolution through mediation

12. Broaden perspectives to evaluate12. Broaden perspectives to evaluateproblems in a broader contextproblems in a broader context


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Dealing with Tricky NegotiatorsDealing with Tricky Negotiators

How do you respond to:How do you respond to: Exaggerated Bluff You cant be serious!!!Exaggerated Bluff You cant be serious!!!

The Invisible Competition YourThe Invisible Competition Your

competitor quoted lower.competitor quoted lower. NoNo--way Jose Its against our agencyway Jose Its against our agency

policy.policy.

Salami (a thin slice at a time)Salami (a thin slice at a time) Deadline Dilemma (using delays andDeadline Dilemma (using delays and

deadlines)deadlines)


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How do you respond to:How do you respond to: Blowing Hot and Cold (Initial enthusiasm,Blowing Hot and Cold (Initial enthusiasm,

sudden cooling off)sudden cooling off)

Columbo Just one last thing.Columbo Just one last thing.

Family Discounts Look how much IveFamily Discounts Look how much Ivedone for you? (presenting concessions asdone for you? (presenting concessions asa personal favor)a personal favor)

Its none of my business butIts none of my business but(complaints about your agencys service or(complaints about your agencys service orattitude)attitude)


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How do you respond to:How do you respond to: I dont have the authority. (need to referI dont have the authority. (need to refer

to the decision maker)to the decision maker)

All Change (new faces, predecessor hadAll Change (new faces, predecessor hadno authority)no authority)

Raising the Roof (each concessionRaising the Roof (each concessionfollowed by a raised demand)followed by a raised demand)

My Way or the Highway And thats myMy Way or the Highway And thats myfinal offer!final offer!

Over My Dead BodyOver My Dead Body --refusal/preconditionsrefusal/preconditions


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Brahams Negotiation TipsBrahams Negotiation Tips

1. Know Thyself1. Know Thyself

2. Do Your Homework2. Do Your Homework

3. Practice Double and Triple Think3. Practice Double and Triple Think 4. Build Trust4. Build Trust

5. Develop External Listening5. Develop External Listening

6. Move Beyond Positions6. Move Beyond Positions 7. Own Your Power7. Own Your Power


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Brahams Negotiation TipsBrahams Negotiation Tips

8. Know Your BATNA8. Know Your BATNA

(Best Alternative To a Negotiated Agreement)(Best Alternative To a Negotiated Agreement)

9. Know What a Win Is9. Know What a Win Is 10. Enjoy the Process10. Enjoy the Process


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Think of recent negotiations inThink of recent negotiations in

which you have been involved:which you have been involved:

Buying a car, house, or applianceBuying a car, house, or appliance

Negotiating a new salaryNegotiating a new salary

Arranging a fair division of householdArranging a fair division of householdchoreschores

Negotiating different roles andNegotiating different roles and

responsibilities at workresponsibilities at work Making divorce settlements or custodyMaking divorce settlements or custody

arrangementsarrangements


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Mediation StrategiesMediation Strategies

1. Clarify (the facts, the players, the1. Clarify (the facts, the players, thepositions, the issues)positions, the issues)

2. Explore Options (developed by all the2. Explore Options (developed by all theplayers as they unfold the whole picture)players as they unfold the whole picture)

3. Move to the Positive (ask questions like:3. Move to the Positive (ask questions like:What would it take to solve thisWhat would it take to solve this

problem? What is it that you want?problem? What is it that you want?What would make it better? WhatWhat would make it better? Whatwould make you willing?would make you willing?


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Mediation StrategiesMediation Strategies

4. Go Back to Legitimate Needs and4. Go Back to Legitimate Needs andConcerns (ask: What do you need?Concerns (ask: What do you need?Why is it important to you? Tell me whyWhy is it important to you? Tell me whythat seems the best option to you? Arethat seems the best option to you? Arethere alternatives that would also satisfythere alternatives that would also satisfyyou?)you?)

5. Design options using clarifying tools,5. Design options using clarifying tools,negotiating tools, and generating tools.negotiating tools, and generating tools.


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Broadening PerspectivesBroadening Perspectives

SelectionSelection

Is it built on a win/win approach?Is it built on a win/win approach?

Does it meet many needs of all parties?

Does it meet many needs of all parties?

Is it feasible?Is it feasible?

Is it fair?Is it fair?

Does it solve the problem?Does it solve the problem?

Can we settle on one option or do we need toCan we settle on one option or do we need totrial several?trial several?


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ImplementationImplementation

Are there a number of steps involved?Are there a number of steps involved?

What are they?What are they? Who is responsible for each step?Who is responsible for each step?

Is the responsibility shared fairly?Is the responsibility shared fairly?

What is the time frame?What is the time frame?

What is the review and evaluation process?What is the review and evaluation process?


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AgreementsAgreements

Are there any other relevant issues that needAre there any other relevant issues that needto be addressed?to be addressed?

Do we need agreement displayed (e.g., byDo we need agreement displayed (e.g., byhandshake, show of hands, or in writing)?handshake, show of hands, or in writing)?


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For some strategic reason, I canF

or some strategic reason, I cannever be what I ought to be untilnever be what I ought to be until

you are what you ought to be.you are what you ought to be.

----Martin Luther King, Jr.Martin Luther King, Jr.

negotiation_skills02.04.06

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