Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
EXERCISE:DEFINE NEGOTIATING
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Negotiating….LET’S DEFINENegotiating….LET’S DEFINE
“Negotiating is….
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
WHAT IS YOURWHAT IS YOURNEGOTIATING PHILOSOPHYNEGOTIATING PHILOSOPHY
My job is to put my cards on the table while deciding an issue. After that it is upto the other
party.
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
WHAT IS YOURWHAT IS YOURNEGOTIATING PHILOSOPHYNEGOTIATING PHILOSOPHY
I negotiate for extracting maximum advantage to my
company and me. If the other person does not go with it, that’s
his problem.
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
WHAT IS YOURWHAT IS YOURNEGOTIATING PHILOSOPHYNEGOTIATING PHILOSOPHY
I am prepared to go to any distance to please the other
party for he may return the same compliments when we meet next
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
WHAT IS YOURWHAT IS YOURNEGOTIATING PHILOSOPHYNEGOTIATING PHILOSOPHY
I like to achieve everything that my company wants me to , and if deadlock arose, I shall see the other’s viewpoint, give in to certain demands, but ensure that both of us are happy in the end.
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Negotiation StylesNegotiation StylesA C C O M O D A T EBuild friendly relationship
Characteristics:
Promote harmony
Avoid substantive differences
Give into pressure to save relationship
Place relationship above fairness of
the outcomes
CO
NC
ER
N
FO
R
RE
LA
TI
ON
SH
IP
C O N C E R N F O R S U B S T A N C ELOW
HIGHC O L L A B O R A T E
Problem solved creatively, aiming for win-win
Characteristics:
Search for common interests
Problem-solving behaviours
Recognising both parties’ needs
Synergistic solutions
Win-win becomes the main purpose of the negotiator
HIGH
A V O I DT a k e w h a t e v e r y o u c a n g e t / I n a c t i o n
Characteristics:
Feeling of powerlessness
Indifference to the result
Resignation, surrender
Take what the other party is willing to concede
Withdraw & remove = behaviour of negotiator
D E F E A TBe a winner at any cost/Competitive
Characteristics:
Win-Lose competition
Pressure/Intimidation
Adversarial relationships
Defeating the other becomes a goal for the negotiator
C O M P R O M I S E
Split the difference
Characteristics:
Meeting half way
Look for trade offs
Accept half-way measures
Aims to reduce conflict rather than problem solve synergistically
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Two types of negotiationTwo types of negotiation
• Co-operative = win/win– empathetic– partnership agreements
• Adversarial = win/lose– maximise own gain and other’s
loss– unstable agreements
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
““People who expect more, People who expect more,
earn more.”earn more.”
Dean Fouraker
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Negotiation SkillsNegotiation Skills
• What makes an effective negotiator?
• Get results and get them when and where needed
• Adaptable• Don’t bargain over positions • Focus on interests and needs
not positions • Build relationships • Separate the people from the
problems– Face the problem not the
person• Are concrete• Use fair procedures• Communicate Effectively
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Are you a Motivated Negotiator?Are you a Motivated Negotiator?
• Enthusiasm– Confidence– Engaged
• Recognition– Accomplishment– Pat on the back
• Integrity– No trickery– Trustworthiness
• Social Skills– Enjoy people– Interest in others
• Teamwork– Better as a team– Self-control
• Creativity– Always looking for
ways to complete the deal
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Negotiating SkillsNegotiating Skills
• Interpersonal process
• Can be affected by factors beneath the surface: – Emotions– Attitudes– Motives
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
PRESENTINGOPENING BARGAINING CLOSING
PREPERATION
REVIEW FOR IMPLEMENTATION
STEPS IN THE NEGOTIATING PROCESS
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
STAGE 1 : PREPARINGSTAGE 1 : PREPARING
• Establish Objectives• Assign Priorities
– MUST achieve– INTEND to achieve– LIKE to achieve
RESEARCH ON INFORMATION• What’s the fact & figures you need• Source of information• What information does the opponent have
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
STAGE 1 : PREPARINGSTAGE 1 : PREPARING
CHECK ASSUMPTIONS:
1. What information does the opponent have2. Estimate likely priorities of opponents3. What are the pressures before your opponent4. What are their issues, and concerns5. What are their interests6. What are the bridging factors which would make an
agreement possible7. What are the concessions to trade
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
An Alternative: InterestAn Alternative: Interest--Based Based Negotiations*Negotiations*
• Separate the people from the problem
• Focus on interests, not positions• Invent options for mutual gain• Insist on objective criteria
*Roger Fisher & William Ury. 1991. Getting to Yes. 2nd ed. New York: Penguin.
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Principle 1: Separate the People Principle 1: Separate the People from the Problemfrom the Problem
• Disentangle the people from the problem
• Deal with the people problem: acknowledge perceptions, emotions
• Listen actively• Speak to be understood• Speak about yourself, not them
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Principle 2: Focus on Interests, Principle 2: Focus on Interests, Not PositionsNot Positions
• Positions: What disputants say they want in a negotiation: a particular price, job, work schedule, change in someone else’s behavior, revised contract provision, etc.
• Interests: Underlying desires or concerns that motivate people in particular situations (May sometimes be the same as their positions!)
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Principle 3: Invent Options for Principle 3: Invent Options for Mutual GainMutual Gain
• Focus on the variety of ways issues/ interests (yours/theirs) might be addressed?
• Avoid assuming there’s a single solution
• Separate brainstorming from evaluation of options
• Don’t assume zero-sum conditions• Think creatively
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Principle 4: Insist on Objective Principle 4: Insist on Objective CriteriaCriteria
• Fair standards: market value, precedent, blue book value, professional standards, “best practice,” industry average, equal treatment, etc.
• Fair procedures: e.g. last best offers, taking turns, drawing lots
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
Dr WILFRED MONTEIRO Dr WILFRED MONTEIRO
• is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years
• He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce;
• a management trainer of high repute who has conducted over 1250 seminars in India and abroad in areas of business strategy, marketing & organization development.
• a Visiting Professor to premier management institutes and staff training colleges throughout India.
website: www.synergymanager.netwebsite: www.synergymanager.net
Copyright2009 Dr Wilfred Monteirowww.synergymanager.net
CONTACT US
Dr Wilfred MonteiroTELE : 91 22 9819843927
EMAIL: [email protected]
Website: www.synergymanager.net
SYNERGY MANAGEMENT ASSOCIATESsales force development expertise since 1993
OUR AREAS OF CLIENT SERVICE INCLUDE:• Formulating Sales Strategic Plans• Designing of Sales Systems & Process• Auditing Sales Processes & Practices • Leadership & Salesforce Development• Key Customer-Account Management • Improvising Salesforce Motivation & Engagement • Installing Performance Measurement Systems• Building Customer Centric Organizations
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