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GETTING READY TO IMPLEMENT THE STRATEGY

GETTING READY TO IMPLEMENT THE STRATEGY. THE PLANNING PROCESS. STEPS OF PLANNING. DEFINE THE ISSUES. ASSEMBLE ISSUES AND DEFINE BARGAINING MIX. DEFINE INTERESTS. DEFINE LIMITS AND ALTERNATIVES. DEFINE OWN OBJECTIVES AND OPENING BIDS. ASSESS CONSTITUENTS AND SOCIAL CONTEXT.

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GETTING READY TO IMPLEMENT THE STRATEGY

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  1. GETTING READY TO IMPLEMENT THE STRATEGY THE PLANNING PROCESS

  2. STEPS OF PLANNING • DEFINE THE ISSUES. • ASSEMBLE ISSUES AND DEFINE BARGAINING MIX. • DEFINE INTERESTS. • DEFINE LIMITS AND ALTERNATIVES. • DEFINE OWN OBJECTIVES AND OPENING BIDS. • ASSESS CONSTITUENTS AND SOCIAL CONTEXT. • ANALYZE OTHER PARTY. • PLANNING ISSUE PRESENTATION AND DEFENCE. • DEFINE PROTOCOL-ie VENUE, TIME, AGENDA etc.

  3. DEFINING THE ISSUE • ANALYSE ALL POSSIBLE ISSUES. • CONSULT SOMEONE WITH EXPERIENCE IN SIMILAR NEGOTIATION. • GATHER INFO FROM PUBLISHED ATICLES. • CONSULT EXPERT IN THE INDUSTRY-eg REAL ESTATE AGENTS, BANK LOAN OFFICERS, LEGAL EXPERTS, ACCOUNTANTS, FRIENDS.

  4. ASSEMBLING ISSUES AND DEFINE BARGAINING MIX • PRIORITISE THE ISSUES. • AVOID LARGE BARGAINING MIXES. • SPECIFY BARGAINING RANGE FOR EACH ISSUE IN THE MIX. • DETERMINE WHETHER THE ISSUES ARE LINKED OR SEPARATE.

  5. DETERMINING INTERESTS • SUBSTANTIVE/FOCAL ISSUE. • PROCESS BASED- ie BEHAVIOURAL ASPECT OF NEGOTIATORS. • RELATIONSHIP BASED. • INTANGIBLES OF NEGOTIATION-eg PRINCIPLES, NORMS, BENCHMARKS USED.

  6. KNOWLEDGE OF LIMITS AND ALTERNATIVES • IDENTIFY YOUR RESISTANCE POINT AND ALTERNATIVES. • MORE SURVEYS MORE OPTIONS / ALTERNATIVES. eg REAL ESTATES • MORE ALTERNATIVES MORE POWERFUL DURING NEGOTIATION.

  7. SETTING TARGETS AND OPENINGS • SET SPECIFIC TARGET POINT INTENDED FOR SETTLEMENT. • SET ASKING PRICE AS YOUR BEST DEAL. IT SHOULD BE REALISTIC. AN INFLATED PRICE MAY BECOME SELF DEFEATING. • BENEFICIAL TO PROPOSE PACKAGE DEAL, IF OTHER PARTY’S NEEDS/ INTERESTS KNOWN. • NEED TO KNOW TRADE OFFS AND THROWAWAYS.

  8. ASSESSING CONSTITUENTS AND THE SOCIAL CONTEXT • DYNAMICS OF COALITION OF NEGOTIATORS ALSO NEEDS ANALYSIS INCLUDING THEIR BOSSES, SUPERIORS WHO HAVE FINAL SAY. • SOCIAL, CULTURAL, BUSINESS PRACTICES NEEDS TO BE ANALYSED.

  9. ANALYZING THE OTHER PARTY • RESOURCES, ISSUES AND BARGAINING MIX. • INTERESTS AND NEEDS. • RESISTANCE POINT AND ALTERNATIVES. • TARGETS AND OBJECTIVES. • REPUTATION AND NEGOTIATION STYLE. • CONSTITUENTS, SOCIAL STRUCTURE, AND AUTHORITY TO MAKE AGREEMENT. • LIKELY STRATEGY AND TACTICS.

  10. PRESENTING ISSUES TO THE OTHER PARTY • RESPOND WITH FACTS SUPPORTING YOUR VIEWS. • TAKE HELP OF VISUAL AIDS, GRAPHS, CHARTS, EXPERTS’ TESTIMONY. • COUNTER THEIR LIKELY ARGUMENTS. • CREATE POSITIONS FAVOURABLE TO YOU.

  11. PROTOCOL • NO DEVIATION FROM PRESET AGENDA. • AOID SURPRISES/EMBARRASSMENTS DUE TO ONE SIDE COMPLETELY UNPREPARED. • ASK FOR RECESS IN SUCH CASES. • NEGOTIATORS ARE COMFORTABLE ON HOME TURF. MAY ASK FOR NEUTRAL TERRITORY. • TIME AND SESSIONS. • RECORD DAILY PROCEEDINGS. • MONITORING MECHANISM INSTITUTED. • CONSIDER, WHAT IF NEGOTIATION FAILS.

  12. CHECKLIST OF AN AGREEMENT • PREAMBLE. • ISSUES OF INTERESTS OF ALL PARTIES AND SETTLEMENT THEIR OF LISTED. • WORKABILITY OF PROPOSALS ANALYZED. • PROPOSAL-WISE ACTION POINTS, RESPONSIBILITY FOR ACTIONS, METHODOLOGY, TIMELINES, RECORDED. • REASONABILITY OF THE AGREEMENT ANALYZED. • BARRIERS IN FULFILLING AGREEMENT CONSIDERED . • LIST OF DISAGREEMENTS AND WAYS TO DEAL WITH ANALYZED AND RECORDED.

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