Comprehensive Guide to Negotiation Styles and Techniques

1. Negotiation Brygida Gwiazda-Rzepecka b.gwiazda-rzepecka@wso.wroc.pl

2. Negotiations Plan • Negotiation • Styles BGR

3. Negotiations Negotiation • What is negotiation? BGR

4. Negotiations Negotiation • Latin negotium – not leisure; • A dialogue between two or more people or parties, intended to reach an understanding, resolve point of difference, to gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage; • Is intended to aim at compromise. BGR

5. Negotiations Negotiation • Why do we negotiate? BGR

6. Negotiations Reasons to negotiate The most common reasons are to: • Gain (get) recognition of either issues or parties;   • Test the strength of other parties; • Get information about issues, interests and positions of other parties; • Educate all sides about a particular view of an issue or concern; • Present emotions about issues or people; • Change perceptions; • Mobilize public support; • Buy time; • Bring about a desired change in a relationship; • Develop new procedures for handling problems; • Solve a problem. BGR

7. Negotiations Reasons not to negotiate The most common reasons not to negotiate are: • Negotiating confers sense and legitimacy to a partner, their goals and needs; • Parties are fearful of being perceived as weak by their partners or by the public; • Discussions are premature (other alternatives possible – informal communications, small private meetings, policy revision, decree, elections); • Meeting could provide false hope to a partner; • Meeting could increase the visibility of the dispute; BGR

8. Negotiations Reasons not to negotiate • Negotiating could intensify the dispute; • Parties lack confidence in the process; • There is a lack of jurisdictional authority; • Authoritative powers are unavailable or reluctant to meet; • Meeting is too time-consuming; • Parties need additional time to prepare; • Parties want to avoid locking themselves into a position (there is still time to escalate demands and to intensify conflict to their advantage). BGR

9. Negotiations Styles of negotiation • What styles of negotiation do you know? BGR

10. Negotiations Styles of negotiation • Competing / hard negotiations / ‘I win – you lose’; • Accommodating / soft negotiations / ‘I lose – you win’; • Avoiding; • Compromising / ‘I win – you win’; • Collaborating / negotiation on the Merits / principled negotiation. BGR

11. level of concentration on own interests competing collaborating high compromising moderate avoiding accommodating level of concentration on the other party’s interests low low moderate high Negotiations Styles of negotiation BGR

12. Negotiations Styles of negotiation • What are the styles of negotiation like? BGR

13. Negotiations Competing • Participants are adversaries; • The goal is victory; • Demand concessions as a condition of the relationship; • Be hard on the problem and people; • Distrust others; • Dig in to your position; • Make threats; BGR

14. Negotiations Competing • Mislead as to your bottom line; • Demand one-sided gains as the price of agreement; • Search for the single answer (the one you will accept); • Insist on your position; • Try to win a contest of will; • Apply pressure. BGR

15. Negotiations Accommodating • Participants are friends; • The goal is agreement; • Make concessions to cultivate the relationship; • Be soft on the problem and people; • Trust others; • Change your position easily; • Make offers; BGR

16. Negotiations Accommodating • Disclose (show) your bottom line; • Accept one-sided losses to reach agreement; • Search for the single answer (the one they will accept); • Insist on agreement; • Try to avoid a contest of will; • Yield to pressure. BGR

17. Negotiations Avoiding • You don’t like to negotiate; • You postpone and avoid the confrontational aspects of negotiating; • You may be perceived as tactful and diplomatic; BGR

18. Negotiations Compromising • You are eager to close the deal by doing what is fair and equal for all parties; • You often unnecessarily rush the negotiation process and make concessions too quickly; • The 50:50 deal; BGR

19. Negotiations Collaborating • People: Separate the people from the problem; • Interests: Focus on interests, not positions; • Options: Generate a variety of possibilities before deciding what to do; • Criteria: Insist that the result be based on some objective standard. R. Fisher, W. Ury, B. Patton, Getting to Yes: Negotiating Agreement Without Giving In, Penguin Books, 1991. BGR

20. Negotiations Collaborating • Participants are problem-solvers; • The goal is a wise outcome reached efficiently; • Separate the people from the problem; • Be soft on the people & hard on the problem; • Proceed independent of trust; • Focus on interests, not positions; BGR

21. Negotiations Collaborating • Explore interests; • Avoid having a bottom line; • Invent options for common gain; • Develop multiple options to choose from (decide later); • Insist on using objective criteria; • Try to reach a result based on standards independent of will; • Be open to reasons (yield to principles, not pressure). BGR

22. Negotiations Styles of Negotiation • Which styles of negotiation is the best?Why? BGR

23. Negotiations Literature • Fisher R., W. Ury, B. Patton, Getting to Yes: Negotiating Agreement Without Giving In, Arrow Business Books, London 1997. • Forsyth P., Successful Negotiating. Getting what you want in the best way possible, How To Books, Oxford 2002. • Kamiński J., Negocjowanie – techniki rozwiązywania konfliktów, Wydawnictwo POLTEXT, Warszawa 2003. • Kennedy G., Essential Negotiation, The Economist, London 2004. • Krzyminiewska G., Od walki do współpracy. Negocjacyjna sztuka zawierania porozumień, Biblioteka Menadżera i Służby Pracowniczej TONiK, Bydgoszcz 1998. • Leczykiewicz T., T. Wiland, Komunikacja społeczna. Część III – Negocjacje, Wyższa Szkoła Oficerska, Wrocław 2000. BGR

24. Negotiation Thank you b.gwiazda-rzepecka@wso.wroc.pl BGR