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Negotiating to Build Partnerships

Overview. What is BATNA and why is it importantHow do you clarify your interests and develop a BATNAHow to think about the other party's interests and BATNASome common negotiation traps. . What is Negotiating?. The process of reaching a mutually acceptable agreement.. Issues, Positions, and Inter

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Negotiating to Build Partnerships

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    1. Negotiating to Build Partnerships AASHTO Standing Committee on Quality Daniel Fodera, FHWA Georgia Division Negotiating to Build Partnerships. Strong partnerships are a product of negotiations where both parties advance their interests. Current research has identified some tools and concepts that can help you become a better negotiator. We will discuss what BATNA is and why it's important, how clarify your interests and develop a BATNA, when to walk away from the table, how to think about the other party's interests and BATNA, and what are some common negotiation traps. The presentation will introduce concepts for for approaching and handling negotiations based on the writings of James K. Sebenius. Negotiating to Build Partnerships. Strong partnerships are a product of negotiations where both parties advance their interests. Current research has identified some tools and concepts that can help you become a better negotiator. We will discuss what BATNA is and why it's important, how clarify your interests and develop a BATNA, when to walk away from the table, how to think about the other party's interests and BATNA, and what are some common negotiation traps. The presentation will introduce concepts for for approaching and handling negotiations based on the writings of James K. Sebenius.

    2. Overview What is BATNA and why is it important How do you clarify your interests and develop a BATNA How to think about the other party's interests and BATNA Some common negotiation traps.

    3. What is Negotiating? The process of reaching a mutually acceptable agreement.

    4. Issues, Positions, and Interests Definitions Issues are concerns that will be on the table for explicit agreement during the negotiation Positions are the parties’ stands on the issues Interests are the underlying concerns that would be affected by the negotiation outcome. Interests can include price, relationships, strategic goal implementation, reputation, etc Positions Vs Interests Incompatible Positions, aren’t necessarily Incompatible interests Interest-driven bargaining leads to greater value creation and provide more opportunities for mutually satisfactory deals than position-driven bargaining. Identify Differences to create value Common ground can help, but different interests can open unexpected opportunities Differences may come in forms other than interests – risk tolerance, strategies, etc

    5. Issues, Positions and Interests Job offer example: An issue is base salary. A position is your desired “minimum salary.” The interests underlying your position may include your need for a good income—but may also include status, benefits, new opportunities, and other needs that might be met in ways other than salary. Positions and interests aren't necessarily identical, interests often include needs in addition to price. Interest-driven bargainers see negotiation as the process of reconciling underlying interests. When positions are incompatible, don’t assume that our interests must also be incompatible. If you think "zero-sum"—one party's gain must necessarily be the other party's loss. Bargainers miss out on creating potential, unanticipated value.

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