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Negotiating skills

Negotiating skills. What medical managers do. Doing things comfortable, prime job Maintaining things safe, easy management Changing things uncomfortable, leadership. Spectrum. Influencing skills Negotiating skills Dealing with difficult situations. Phases of negotiation. Preparation

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Negotiating skills

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  1. Negotiating skills

  2. What medical managers do • Doing things • comfortable, prime job • Maintaining things • safe, easy management • Changing things • uncomfortable, leadership

  3. Spectrum • Influencing skills • Negotiating skills • Dealing with difficult situations

  4. Phases of negotiation • Preparation • Opening • Bargaining • Closing

  5. Characteristics of a negotiation • A preference to search for a solution rather than have a fight • Depends on: • Personalities of the people involved • History that exists between them • The persuasive ability of each

  6. Two types of negotiation • Co-operative = win/win • empathetic • partnership agreements • Adversarial = win/lose • maximise own gain and other’s loss • unstable agreements

  7. Preparation • What are my objectives? • What does the consultant want? • What information will influence the outcome? • How am I going to achieve my objectives? • What concessions can I make? • What part will other people play?

  8. Objectives • What exactly do I wish to achieve? • Which of my objectives: • must I achieve? • do I intend to achieve? • would I like to achieve? • What other options are acceptable to me? • How might this fit with what the consultant wants?

  9. Concessions • What is the best deal I can realistically get? • What concessions do I have; their cost to me and value to the consultant? • What is the limit of my authority? • When should I walk away; and at what cost to the outcome?

  10. Opening the negotiation • Establish the issues • Gather information

  11. Establish the issues • Agree an agenda • what needs to be discussed and agreed • what are the major issues • what are the timescales • Keep everything general at the beginning • Gain commitment early on, but only once all the negotiable items are identified

  12. Gather information • You have and are willing to give • You have and are not willing to give • The consultant has and is willing to give • The consultant has and is not willing to give • Do not give concessions until you believe you have all the information

  13. Bargain and build a solution • Start should be ambitious but defensible • Bargain • ask questions and seek alternatives • Concessions traded • don’t give away for free • Agreement reached

  14. Closing stages • Vital to overall success • Do not be over eager as may make the consultant hold back for more concessions • Beware ‘one sided’ concessions at end of negotiation - the majority of concessions are given or traded in last 5% of total time.

  15. Closing • Review position to date and agree it • Record the details • Define and timetable outstanding issues • Agree with the consultant that you both have the same interpretation

  16. Some pitfalls - 1 • Failing to prepare effectively • Being intimidated by status • Forgetting the consultant has things to gain • Making assumptions about what the consultant wants • Talking too much and failing to listen effectively

  17. Some pitfalls - 2 • Giving away concessions for nothing • Conceding on important issues too quickly • Assuming deadlock means agreement is not possible • Being inflexible • Taking things personally

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