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Negotiation - as we would like it to be

Negotiation - as we would like it to be. The issues - win-lose converted to win-win The process - rational and ordered cooperation Behaviour - tactical certainty. Three useful questions to ask. The issue. What is this really all about?. What is going on here?. The process. Behaviour.

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Negotiation - as we would like it to be

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  1. Negotiation - as we would like it to be • The issues - win-lose converted to win-win • The process - rational and ordered cooperation • Behaviour - tactical certainty

  2. Three useful questions to ask The issue What is this really all about? What is going on here? The process Behaviour What do I need to do next?

  3. The essence of negotiation as it really is • The issues lose a bit but gain more than you expected - if you are good enough • The process periodic insights and progress - but never totally out of the fog • Behaviour enlightened trial and error

  4. Resolving disputes • So, three dimensions to consider: • Issue • Process • Behaviour But don’t forget two underlying characteristics: • Negotiation is two sided • Negotiation is messy

  5. Negotiation is two sided Obvious!! • could be three sided, or four? • behaviour: don’t negotiate with yourself

  6. Negotiation is two sided The Issue dimension Things are never what they seem to be So, with regard to behaviour: • Prepare from the other side’s perspective • analyse the context • know your BATNA, and theirs

  7. Preparing your persuasive arguments “We will go into this meeting and they will say ……. and our reply will be ……” Prepare from the other side’s perspective

  8. Negotiation is two sided The Process dimension The outcome of your strategy depends upon what the other party does So, with regard to behaviour: • Work out their strategy options • be systematic in considering their options • take note of the ‘law of unintended consequences’

  9. Negotiation is messy Obvious!! • does it then have to be chaotic? • behaviour: don’t try to be a control freak

  10. Negotiation is messy The Issue dimension Things are never what they seem to be Key interests and concerns emerge over time So, with regard to behaviour: • Allow flexible agendas • Search out underlying priorities • allow more time for putting issues on the table • understand the ‘why’ as well as the ‘what’

  11. Discovering priorities and interests “Which bit of the offer did you not like” “All of it!” “I know that! but which bit in particular?” Search out underlying priorities

  12. Negotiation is messy The Process dimension The outcome of your strategy depends upon what the other party does The process is a mix of competitiveness and integration So, with regard to behaviour: • Explore every proposal for benefits • present proposals tentatively • open proposals up rather than defend/attack

  13. Managing the concession making “If you can go to the middle ground I think we might be able to meet you there”

  14. Deadlocks are ‘cool’ • Take time out to ‘think process’, summarise! • Consider your alternatives • Be clear on your objective • Reconsider their perspective • Talk about the underlying interests • Keep exploring their offer for benefits

  15. The essence of conciliation Skillfully assisted negotiation • The issues gain a bit but lose more than you expected - even if you are good • The process periodic insights and progress - “let’s hope the conciliator can see out of the fog” • Behaviour “the conciliator’s trial and error is a bit more enlightened than ours was”

  16. Helping the conciliator help you The Issue dimension Reality testing your core interests • give honest information • reconsider what you really want • ask yourself, ‘Is our BATNA really any good?’ The Process dimension Taking control of the interactions • follow the conciliator’s lead • don’t give ground easily but be open to suggestions • take a hint when one is offered

  17. The essence of capitulation Best done by someone else! • The issues gain a bit more than by walking away • The process I’d rather be in the fog so they can’t see me lose my face • Behaviour the trial and error is now history

  18. Resolving disputes through negotiation Negotiation is two sided Negotiation is messy Key interests emerge over time Things are never what they seem to be Issue Search out underlying priorities Behaviour Prepare from the other side’s perspective The outcome of your strategy depends upon what the other party does A mix of competitiveness and integration Process Behaviour Work out their strategy options Explore every proposal for benefits

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