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The B ehaviour of S uccesful Negotiators

Marc Pajerols. The B ehaviour of S uccesful Negotiators. Background. Publications about negotiations behaviour fall into 3 classes : Anecdotal based on real life ( knowledge ) frequently describe personal modes of behaviour Theoretical models Idealized

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The B ehaviour of S uccesful Negotiators

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  1. Marc Pajerols TheBehaviour of SuccesfulNegotiators

  2. Background • Publicationsaboutnegotiationsbehaviourfallinto 3 classes: • Anecdotal • basedon real life (knowledge) • frequently describe personal modes of behaviour • Theoreticalmodels • Idealized hardtoturnthemintopracticalaction • Complex • Laboratorystudies: • Tendtobe short term • Degree of artificially

  3. The Succesful Negotiator • Basic methodology • Findsuccessfulnegotiators and watchthem in ordertodiscoverhowthey do it. • 3 successcriteria • shouldberated as effectivebybothsides. • shouldhave a track record of significantsuccess • shouldhave a lowincidence of implementationfailure • Purposeisnotjusttoreachanagreementbuttoreachanagreementthatwouldbe viable

  4. Study done • 48 negotiators • 102 separate negotiating sessions • We have 2 kinds of negotiators • Skilled by comparing their behaviour (information that makes the difference) • Average

  5. The Research Method • Researchers met negotiators before negotiation. • Encourage them to talk about their planning an objectives • Negotiators introduce researcher to an actual negotiation • During negotiation • Counted frequency of certain key behaviours using behaviour analysis methods

  6. Amount of Planning Time • Little difference between total planning time for skilled and average negotiators prior the actual negotiation • Conclusion • It is not the amount of planning time that makes for success, but how this time is used.

  7. Exploration of Options • Skilled: use a wider range of outcomes and options for action. • Concerned with possibilities • Average: consider few options. • Less likely to consider options that might be raised by the other party. OutcomesConsideredDuringPlanning

  8. Common Ground • Both groups tended to concentrate on the conflict areas. • Skilled gave over 3 times more attention to common ground areas (built a satisfactory climate). • Conclusion: • Attention to common ground areas is better than conflict areas (avoid conflict areas)

  9. Long-Term or Short-Term? • Skilled: planning concentrates a little more on long term implication of the issues • Average: concentrates almost only on short term.

  10. Setting Limits • Researchersasknegotiatorsabouttheirobjectives in ordertoknowiftheirrepliesreferedto a single pointobjectiveorto a definedrange. • Skilled: • Set Upper and Lowerlimits. (definedrange) • Average: • Plan theirobjectivesaround a fixedpoint • Conclusion: • Preferableapproachnegotiationwithobjectivesdefinedrangeratherthan inflexible single pointobjective

  11. Sequence and Issue Planning

  12. Irritators • Certainwordshavenegligiblevalue and cause irritation. • Ex: generousoffer. fair • Negotiatorsavoiddirectinsults and unfavorablevaluejudgements. • Conclusion: • Positive valuejudgementsforyoumayimplynegativejudgements of theotherparty. Use of Irritators per hour of facetofacespeaking time

  13. Counterproposals • Onepartyputs a proposal and theotherpartyimmediatelyrespondswith a counterproposals. • Disadvantages: • Noteffective • Introduce aditionaloption, whole new issue • Cloudstheclarity of negotiation • They are perceived as blockingordisagreeingbytheotherparty. • Notseen as proposals

  14. Defend Attack Spirals • Behaviour used to attack the other party or to make an emotional defense. • Average n: use them 3 times more than skilled negotiators • This might increase it intensity like an spiral. % defending/attacking comments.

  15. Behaviour Labeling • Advancednegotiators use ‘labels’ /introductoryphrases: • Eg: AverageNegotiatorasks • Howmanyunits are there? SkilledNegotiatorsays: • Can I askyou a question? Howmanyunits are there? • Questionsprovide data aboutotherpartythinking position • Give control overdiscussion • Acceptablealternativestodirectdisagreement • Keeptheotherparty active • Reduce thinking time • Breathingspace (ownthoughts) Questions as a percentage of allnegotiatorsbehavior.

  16. Feelings commentary • Reveal internal information to negotiator. • Increase confidence • What is going on in her mind • Skilled Negotiators do this 12.1 times /h; Avergae Negotiators: 7.8 times/h

  17. GivingReasonsto back up a case • Skilled Negotiators give fewer reasons to back up a case than Average Negotiators • Skilled: 1.8; Average 3.0 reasons • CONCLUSION- lots of reasons ‘dilute’ the argument • NB “Intellectuals” tend to give more reasons than people with lower qualifications (eg union officials)

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