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04/15/231
Breakthrough Negotiation Breakthrough Negotiation SkillsSkills
By Dr Rick Goodman
04/15/232
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
04/15/2343
Forming StrategiesForming Strategies
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Planning Possible SolutionsPlanning Possible Solutions
04/15/2345
Five Elements of Successful Five Elements of Successful Negotiation Planning WorksheetsNegotiation Planning Worksheets
04/15/2346
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
04/15/2347
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
04/15/2355
““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
04/15/2356
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
04/15/2359
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
04/15/2365
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