Breakthrough Negotiation Skills

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Breakthrough Negotiation Breakthrough Negotiation SkillsSkills

By Dr Rick Goodman

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Agenda Day 1Agenda Day 1

Module 1: The process of win-win negotiations

Module 2: Understanding and Utilizing Negotiation Concepts

Module 3: The three phases and five stages of negotiation.

Module 4: Planning Your NegotiationModule 5: The Four Basic Principles of

Win-Win or Problem-Solving Negotiation

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Agenda Day 2Agenda Day 2

Module 6: Communication Skills and Negotiators Rapport Building

Module 7: Communication Skills for Negotiators Speaking Compellingly

Module 8: Overcoming DeadlockModule 9: Follow-Up the Forgotten

Element in Negotiations

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Module 1: The Process of Win- Module 1: The Process of Win- Win Negotiations Win NegotiationsGood Agreements

Poor Agreements

No Agreements

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Getting The Other Parties Getting The Other Parties AttentionAttentionWe need their attention to negotiate

Applies to family, friends, boss, buyers and vendors

Unsophisticated negotiators will negotiate without TOP’s attention

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What can you negotiate about What can you negotiate about and who can you negotiate and who can you negotiate with?with?

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The Two Elements in Any The Two Elements in Any NegotiationNegotiationThe substantive issue to be discussed

The relationship you have with the other party

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Negotiation Strategies Soft, Hard Negotiation Strategies Soft, Hard and Problem-Solvingand Problem-SolvingSoft Negotiation

Hard negotiation

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The Problem-Solving Model of The Problem-Solving Model of NegotiationNegotiationSeparate the people from the problem

Focus on interests not positions

Invent options for mutual gain

Insist on using objective criteria

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When NOT to Use the Problem-When NOT to Use the Problem-Solving Negotiation StrategySolving Negotiation Strategy

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A soft negotiation strategy, where A soft negotiation strategy, where you lose on the issue is your best you lose on the issue is your best bet whenbet when

The major issue is not important enough to you to justify the risk or cost of winning

Maintaining a relationship with the other party is important to you

The cost of winning would outweigh the value of winning

Time is of the essenceThere is no better alternative

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Soft negotiation saves time and Soft negotiation saves time and salvages relationshipssalvages relationshipsCan have personal negative consequences

for negotiator

How will you feel in six months, if you give in or lose on an issue now

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Hard Negotiation StrategyHard Negotiation Strategy

The issue is so important that winning outweighs all other considerations

You do not value the relationship at all

It’s worth the time and expense

You do not have a better alternative

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Walk-Away situationsWalk-Away situations

The issue is not important or is not worth the time or money

You have a low or no investment in maintaining a relationship with the other party

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Reaching Agreement Is Not the Reaching Agreement Is Not the Only GoalOnly Goal

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Module 2: Understanding and Module 2: Understanding and Utilizing Basic Negotiation Utilizing Basic Negotiation ConceptsConcepts

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Interests and NeedsInterests and Needs

Organizational Need or Interests

Individual Needs or Interests

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List some interests or needs of List some interests or needs of almost all negotiatorsalmost all negotiators

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Defining Your PositionDefining Your Position

Positive Aspects

Negative Aspects

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Issues the Agenda Items of All Issues the Agenda Items of All NegotiationsNegotiationsAvoid Single Issue Negotiations

Avoid Sequence Negotiations

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Breakthrough negotiation skillsBreakthrough negotiation skills

Constituencies

Alternative Currencies

Compromises

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Walk Away AlternativesWalk Away Alternatives

The real power in negotiation lies with the party who has the best WAWAs.

It is perceptions that shape behavior, not reality

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A Case in PointA Case in Point

A key employee asks her boss for a salary raise

A few weeks later, the employee returns to the negotiation with another job offer

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Should we share our WAWAs with Should we share our WAWAs with TOP ?TOP ?

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Summary of Walk Away Summary of Walk Away AlternativesAlternativesPreplanned your WAWAsVisualize yourself carrying out the

WAWAsGuess the other parties WAWAsVisualize the party carrying out those

WAWAsContinually seek to improve your WAWAs

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Summary of Walk Away Summary of Walk Away Alternatives Cont.Alternatives Cont.Do not share your WAWAs with the other

side unless the negotiation looks like it is failing

Understand that the party with the best WAWAs has the most power in the negotiation

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Module 3:The Three Phases and Module 3:The Three Phases and Five Stages of NegotiationFive Stages of Negotiation

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Phase 1: Before the NegotiationPhase 1: Before the Negotiation

Comprehensive Planning and PreparationAnalyze the interestsWAWAsIssuesSettlement rangesStrategies and possible solutions

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Phase 2: During the Negotiation – Phase 2: During the Negotiation – The Five StagesThe Five Stages

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Stage 1: Setting the Tone for the Stage 1: Setting the Tone for the NegotiationNegotiation

Building Relationship

Ritual Observance

Warming Up

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Stage 2:Exploring Each Party’s Stage 2:Exploring Each Party’s NeedsNeeds

Uncover Their Needs

Ask Lots of Open-Ended Questions

Share Our Own Needs and Interests

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Stage 3: Developing Creative Stage 3: Developing Creative SolutionsSolutions

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Stage 4: Reaching agreementStage 4: Reaching agreement

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Stage 5: Reviewing and Stage 5: Reviewing and Recapping the AgreementRecapping the Agreement

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Phase 3: After the NegotiationPhase 3: After the Negotiation

Follow-Up during the Implementation of the Agreement

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Module 4: Planning Your Module 4: Planning Your NegotiationNegotiation

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Preparation goes on before, Preparation goes on before, during and after the during and after the negotiation. Effective negotiation. Effective preparation requires an preparation requires an analysis of a number of analysis of a number of different items before you start different items before you start your negotiations.your negotiations.

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Items to be addressedItems to be addressed

Interests or NeedsWAWAsIssuesPossible SolutionsStrategies

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Analyzing Interests/NeedsAnalyzing Interests/Needs

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Analyzing WAWAsAnalyzing WAWAs

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Identifying IssuesIdentifying Issues

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Forming StrategiesForming Strategies

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Planning Possible SolutionsPlanning Possible Solutions

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Five Elements of Successful Five Elements of Successful Negotiation Planning WorksheetsNegotiation Planning Worksheets

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Module 5: Module 5:

The Four Basic Principles of Win-The Four Basic Principles of Win-Win or Problem-Solving Win or Problem-Solving Negotiation: The Fisher/Ury ModelNegotiation: The Fisher/Ury Model

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The Four Basic Principles of the The Four Basic Principles of the Fisher/Ury ModelFisher/Ury ModelSeparate the People from the Problem

Focus on Interests, Not Positions

Invent Options for Mutual Gain

Insists on Using Objective Criteria

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Separate the People from the Separate the People from the ProblemProblemNegotiators are people firstSeparate yourself from the attack!Be aware our perceptual differencesAcknowledge TOP’s ( and, if appropriate,

your), emotion and use neutral languageUse active listening and paraphrasing to

form the baseline of understanding and communication

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Focus on Interests Not PositionsFocus on Interests Not Positions

Do not assume the other side knows what their needs are.

Do not assume that you know what your needs are in a given situation. This requires some critical self-analysis.

If you don’t A.S.K. you won’t G.E.T.

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Invent Options for Mutual GainInvent Options for Mutual Gain

Expand the “pie”. Maybe a compromise is not necessary

Operate out of abundance. There is enough in the universe for everyone

Identify common interests before focusing on the differences

Separate in venting from deciding. Invent first. Decide later.

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Invent Options for Mutual Gain Invent Options for Mutual Gain Cont.Cont.Delve into the area of possibility thinking

Make their decision easy help TOP find solutions to their problems as well as yours

Creativity is essential in this phase

Have fun!

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Insist on Using Objective CriteriaInsist on Using Objective Criteria

Objective criteria can be used to resolve differences and to come to solutions that are fair to both parties

Appeal to generally accepted objective criteria

Come to an agreement on how the criteria will be used in your situation

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What are generally accepted What are generally accepted criteria for the following?criteria for the following?1. Giving notice when leaving a job

2. Giving notice when leaving a rental apartment

3. Valuing a house for sale

4. Valuing a used car

5. Valuing stocks

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Module 6: Communication Skills Module 6: Communication Skills for Negotiators: Rapport Buildingfor Negotiators: Rapport Building

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““People do business with People do business with people who they like who are people who they like who are like them” like them”

Dr. Rick Goodman Dr. Rick Goodman

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Active Listening SkillsActive Listening Skills

Capturing the Essence of the Communication

The Gap

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Paraphrasing ContentParaphrasing Content

Paraphrasing is capturing the essence of the content of what the speaker said and feeding it back to the speaker in your own words

“So what you’re saying is.”

“Tell me what I said, so are on the same page.”

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Reflecting EmotionsReflecting Emotions

Modeling/Mirroring Behavior

I Understand

The Three F’s

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Nonverbal Body Language “How Nonverbal Body Language “How to Build Rapport”to Build Rapport”1. Faced a speaker squarely2. Leaned forward slightly3. Maintain eye contact( as culturally

appropriate)4. Relax your Jaw-smile if appropriate 5. Not your head to encourage TOP to keep

speaking6. Keep your hands and feet still

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How to build rapportHow to build rapport

7. Allow silence and pauses8. Do not interrupt and less you are no longer able

to file their train of thought until they come to a natural pause-then wait before you paraphrase

9. Control other interruptions ( telephone people coming in)

10. Remember, “the gap.” Between speaking and listening and maintain your focus on the speaker

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Understanding Different People Understanding Different People StylesStylesUnderstanding Your Communications

Style

Recognizing a different communications style and TOP

Adapting your behavior to accommodate TOP

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The Four Personality StylesThe Four Personality Styles

Driver/Director

Expressive/Socializer

Analytical/Thinker

Amiable/Dependable /Relator

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Matching BehaviorMatching Behavior

Using NLP to get into rapport

Acknowledgment and validation skills

Must be honest and genuine

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Module 7: Communication Skills Module 7: Communication Skills for Negotiators Speaking for Negotiators Speaking CompellinglyCompellingly

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Managing Your Voice in Managing Your Voice in NegotiationNegotiation1. Speed

2. Pitch

3. Volume

4. Intonation

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The Impact of Silence and The Impact of Silence and CausingCausingHow long to pause

When to stop talking

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““Languaging” SkillsLanguaging” Skills

Using Neutral Language

Using words and phrases to move TOP toward you

Reframing

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Questioning SkillsQuestioning Skills

Asking Open-Ended Questions

Asking close ended And Finite Questions

Responding to Questions

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Assertiveness: Staying Firm When Assertiveness: Staying Firm When You Need toYou Need to

This does not mean standing firm on YOUR decision

Suggesting that you brainstorm solutions together often helps

Don’t give up, even if the impasse seems hopeless

Sometimes you have to negotiate on how you’re going to negotiate

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Module 8: Overcoming DeadlockModule 8: Overcoming Deadlock

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The Five Categories That Have The Five Categories That Have Been Shown to Break DeadlockBeen Shown to Break Deadlock1. Identify interests.2. Walk-Away Alternatives3. Issues to Be Discussed and Included in

Final Agreement4. Possible Solutions5. Strategies

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Module 9: Follow-Up the Forgotten Module 9: Follow-Up the Forgotten Element in NegotiationsElement in Negotiations

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Your Strategy Depends on How Your Strategy Depends on How the Negotiation Goesthe Negotiation GoesIf you reach agreement

If the negotiation does not work out