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UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING

UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING. Some Negotiation Skills. Keith Allred: Being persuasive; Maintaining strong relations with the other party; Making your reasoning clear for the positions you advocate. Some Negotiation Skills. Keith Allred:

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UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING

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  1. UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING

  2. Some Negotiation Skills • Keith Allred: • Being persuasive; • Maintaining strong relations with the other party; • Making your reasoning clear for the positions you advocate. PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  3. Some Negotiation Skills • Keith Allred: 4. Understanding the other party’s interests and communicating that you appreciate their perspective; 5. Recognizing the relative importance of issues to the other party, as well as which interests you share with them and which conflict; PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  4. Some Negotiation Skills • Keith Allred: 6. Generating options that effectively address the party’s interests; 7. Apologizing for problems or harms for which you are responsible; 8. Avoiding inappropriate blaming of the other party for problems which arise; PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  5. Michael Watkins’ Principles of Persuasion 1. Invoke the common good: • emphasize collective benefits and downplay individual costs; 2. Make connections to core values: • sell your ideas by linking them to cherished values (e.g, independence, respect, and innovation); PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  6. Michael Watkins’ Principles of Persuasion 3. Heighten concerns about loss or risk: • Emphasize what makes your proposals less risky than other alternatives; 4. Apply the power of contrasts to make requests seem more reasonable: • ask for a great deal initially and then retreat to a more reasonable request. PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  7. Michael Watkins’ Principles of Persuasion 5. Strategically narrow or broaden the focus: • frame a choice that could be construed as setting an undesirable precedent as an isolated situation independent of other choices; 6. Neutralize toxic issues: • Table them or make up-front commitments that allow you to move on to other issues where you can generate momentum; PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  8. Michael Watkins’ Principles of Persuasion 7. Refute counter-arguments in advance: • Anticipate their major reservations and address them preventively;. 8. Give your counterparts a script to persuade their constituents: • Equip those you are persuading to persuade their constituents (e.g., their bosses, peers, allies, etc) PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  9. Positions Vs. Interests • What are Positions? • The demands the negotiating parties make • What are Interests? • The motivations behind the demands made by the parties • What does it mean to negotiate on a) Positions and b) Interests PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  10. Positions Vs. Interests Why is it Desirable to have Parties Negotiate on Interests instead of Positions? • It presents opportunities for collective problem-solving rather than contest • It is also an opportunity to arrive at win-win solutions PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  11. Fisher & Ury’s Principled Negotiation • Consists of 4 principles • Separate the People from the Problem. • Focus on Interests, not Positions • Generate a variety of Options before deciding what to do • Base the selection of options on some objective Criteria PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  12. Fisher & Ury’s Principled Negotiation Separating People from Problem: • No big assumptions about the other side’s intentions • Don’t entangle relationships with the problem. • Discuss perceptions, let each side blow off steam • Listen actively to what is being said. PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  13. Fisher & Ury’s Principled Negotiation Focusing on Interests(instead of Positions) • Acknowledge interests as part of problem‐solving • Ask “why” questions to uncover concerns hidden behind positions PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  14. Fisher & Ury’s Principled Negotiation Generating Options • Don’t immediately narrow down to specific terms or positions • Make time to brainstorm without judging PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

  15. Fisher & Ury’s Principled Negotiation Basing selection of options on Objective Criteria • Criteria that are relevant and acceptale to the parties. • E.g. moral standards, equity, efficiency, etc. PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG

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