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INVESTIGATIVE NEGOTIATION: The Art of Asking Why

INVESTIGATIVE NEGOTIATION: The Art of Asking Why. By: Jeana Clark. – . About the presenter. Born and raised in the Midwest B.A. in German and International Business Management German > English translator since 2003

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INVESTIGATIVE NEGOTIATION: The Art of Asking Why

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  1. INVESTIGATIVE NEGOTIATION: The Art of Asking Why By: Jeana Clark –

  2. About the presenter • Born and raised in the Midwest • B.A. in German and International Business Management • German > English translator since 2003 • Treasurer and webmaster of the Iowa Interpreters and Translators Association (IITA)

  3. Structure of presentation • Investigate • Positions vs. interests • Information mining • Overcome • Personality • Gender divide • Delineate • Ethics • BATNA • Strategize • Relationship vs. outcome • New clients • Q & A

  4. Investigate: Positions vs. Interests

  5. Investigate: Positions vs. Interests Interests = needs, desires, fears, concerns

  6. Investigate: Information Mining

  7. Investigate: Information Mining Company’s website Company’s website

  8. Investigate: Information Mining Company’s website BBB, ProZ.com, Payment Practices ProZ.com, BBB, Payment Practices

  9. Investigate: Information Mining Company’s website ProZ.com, BBB, Payment Practices ProZ.com, BBB, Payment Practices LinkedIn

  10. Investigate: Information Mining Company’s website ProZ.com, BBB, Payment Practices ProZ.com, BBB, Payment Practices LinkedIn Colleagues

  11. Overcome: Personality Friedman & Barry Research on Personality and Negotiation Openness to Experience Emotional Stability Extraversion Conscientiousness Agreeableness Source: “Should You be a Negotiator?” by Ray Friedman and Bruce Barry, from Owen Manager, Summer 1999. pp.8-9. Owen Graduate School of Management, Vanderbilt University.

  12. Overcome: Personality In win-lose negotiations, personality matters but intelligence does not. Source: “Should You be a Negotiator?” by Ray Friedman and Bruce Barry, from Owen Manager, Summer 1999. pp.8-9. Owen Graduate School of Management, Vanderbilt University.

  13. Overcome: Personality In win-win negotiations, intelligence matters but personality does not. Source: “Should You be a Negotiator?” by Ray Friedman and Bruce Barry, from Owen Manager, Summer 1999. pp.8-9. Owen Graduate School of Management, Vanderbilt University.

  14. Overcome: Personality Making your personality work for you: • Investigate yourself • Prepare for the situation • Have a plan and a goal • Be a creative problem-solver Source: “Should You be a Negotiator?” by Ray Friedman and Bruce Barry, from Owen Manager, Summer 1999. pp.8-9. Owen Graduate School of Management, Vanderbilt University.

  15. Overcome: Gender divide • Women don’t like to negotiate • Women suffer when they don’t negotiate • Women have lower expectations So what can we do…… • Understand basic negotiation skills • Prepare and practice • Take time to reflect Nice girls don’t ask but smart women do!

  16. Delineate: Ethics Common law fraud requires five elements: • False representation of material fact • Knowledge of belief as to its falsity • Intent to induce party to rely on the representation • Justifiable reliance by the injured party • Damage or injury to the innocent party “Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful.” (Samuel Johnson) Source: “Negotiating with Liars” by Robert S. Adler, from the MIT Sloan Management Review,48 no. 4, Summer 2007.

  17. Delineate: Ethics How to negotiate with dishonest people: • Research • Look for clues • Ask questions in different ways • Take notes Proceed with caution! “Trust, but verify.” (Ronald Reagan) Source: “Negotiating with Liars” by Robert S. Adler, from the MIT Sloan Management Review,48 no. 4, Summer 2007.

  18. Delineate: BATNA • Best • Alternative • To • Negotiated • Agreement OPT. 1 OPT. 2

  19. Delineate: BATNA • Be as objective as possible • Listen for clues during negotiation • Strengthen your BATNA if its weak OPT. 1 OPT. 2

  20. Strategize: Relationship vs. outcome HIGH Importance of Relationship LOW LOW Importance of OutcomeHIGH Source: “Selecting a Strategy” from Think Before You Speak, by Roy J. Lewicki, Alexander Hiam, and Karen W. Olander, 1996, pp. 54-75. New York: John Wiley & Sons, Inc.

  21. Strategize: New clients • Payment terms • Collection time • Fees • CAT deductions • 100% matches • Repetitions

  22. Strategize: New clients • Contracts • Click “Agree” syndrome • Potential minefields • Hovering PMs • Progress reports • Rolling deliveries

  23. Recap • Investigate • Positions vs. interests • Information mining • Overcome • Personality • Gender divide • Delineate • Ethics • BATNA • Strategize • Relationship vs. outcome • New clients

  24. Questions?

  25. Thank you! Спасибо Slides and resources available at www.clarktranslations.netEmail: jeana@clarktranslations.net

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