Negotiating Effectively.

What is the relevance of negotiation in a conflict ridden environment???

NEGOTIATION
.is the process of making joint decisions when the parties involved have different preferences. It

is an inter-personal process which can be affected by emotions, attitudes and motives. ..is the process of communicating back and forth for the purpose of reaching a joint decision. ..is a dialogue between two or more parties, with the intent of coming to a mutually agreed solution, because each party has something the other wants.
Types of negotiation:
Soft distributive negotiation: Takes place when one party is willing to make concessions to the other to get things over with. Here, one party tries to find ways to meet the others desires Hard distributive negotiation: Takes place when each party holds out to get its own way. This leads to competition, whereby each party seeks dominance over the other and tries to maximize selfinterests

The Principled NegotiationNegotiation- 7 elements

Interests: look for interests behind positions, prioritize your interests and
consider the other side

Options: create options that will meet interests Alternatives: know your Best Alternative To a Negotiated Agreement (BATNA) Legitimacy: using external standards to obtain agreement, offer your
counterpart an attractive way to explain the result

Communication: question assumptions, really listen, and reframe to help your

counterpart understand

Relationship: separate people issues and substantive issues in order to build a

good working relationship

Commitment: identify the commitments you seek and plan the steps of the
agreement

Classic 2 Party Negotiation styles

Bargaining zone:
The range between one partys minimum reservation point and the other partys maximum reservation point.

Using Integrative Negotiation via BATNA:

BATNA stands for best alternative to a negotiated agreement Each party must know what he or she will do if an agreement cant be reached. This requires that both negotiating parties identify and understand their personal interests in the situation. They must know what is really important to them, and they must come to understand the relative importance of the other partys interests.

Three attitudinal foundations of integrative agreements:

1. Each party must approach the negotiation with a willingness to trust the other party. 2. Ethics and maintaining relationships are emphasized in judging negotiations 3. Each party must be willing to share information with the other party. 4. Each party must be willing to ask concrete questions of the other party

Managing the Expectations Process

Ask

Align

Fulfill

Clarify Expectations

Control Expectations

Meet or Exceed Expectations

Listen

Understand

Negotiate

Agree

Communicate Meet with customer Obtain agreement that expectations were met Identify gaps

Surface explicit & Implicit expectations Surface Assumptions

Compare Expectations to reality Resolve Gaps Communicate differences Re-set expectations Set realistic expectations Document acceptance criteria

Everything we want is under the control of someone else.

- Roger Dawson

Sources of Power in Negotiation

Position Relationship Rewards/ Sanctions Force Expertise/ knowledge Commitment Strong Conviction Moral Authority

Information Money, funding Age Education Gender Bullying Connections BATNA

Common Negotiation Traps

Failing to identify your interests
Avoid this trap by clarifying your full range of interests. Maintain a positive relationship by focusing on the "spirit of the deal" and ensure that the negotiation process is perceived as fair and respectful by both sides.

Neglecting your BATNA

Avoid this trap by developing a BATNAyour best alternative to a negotiated agreement. Determine what you would do if an agreement cannot be reached.

Ignoring the other side's problem

View the negotiation from the other party's perspective. Speculate about their underlying interests and BATNA. Compare your interests with those of the other party and look for opportunities for mutual gain.

Overlooking differences
Search for differences in interests that can suggest new options for mutually beneficial deals.

Common Negotiation Traps

Introducing biases
Do not let cognitive biases such as role bias (over committing to your own point of view) and partisan perceptions (painting your side with positive qualities while vilifying your "opponent") enter into a negotiation.

Confusing the deal and the relationship

Keep issues surrounding the deal (such as price and service levels) and the relationship (such as mutual understanding and respect) separate. When both parties side don't feel that youll need to trade the quality of the relationship for the terms of the deal, exchange information freely and become more creative/ collaborative in your discussions.

Failing to make appreciative moves

Keeping a constructive dialogue going. When negotiations stall, solicit the other party's ideas and perspectives on an issue and express your appreciation of what the other party brings to the table.

Ignoring the spirit of the deal

Clarify expectations about how your negotiation will be implemented. Determine how you and the other party will work together, resolve disputes, communicate, and handle surprises, before the ink has dried on the contract.

Dealing with Difficult Negotiators

Intimidation:
The opposing party could be rude, insensitive, arrogant, blunt, obstinate, impatient and aggressive.

Domination:
To ensure the exertion of undue pressure and drive aggression during the process, parties tend to use various forms of tactics and stealthy manoeuvres to allow the negotiation process to tilt in their favour

Bullying:
This is indicative of use strong arm techniques and delivering various forms of verbal blows that make the process very distasteful and provocative. In such a scenario, threats and power-based refutations are used as means to a favourable end

Threats:
This form of behaviour is an extreme form a intimidation which is used to forewarn the opposing party of the repercussion and use dire circumstances as a vehicle to bring in submissiveness.

Focusing on their own interests and not yours:

Negotiators may want to be very unipolar and one-sided in their view by not giving the opposing party scope for representation and participation such a situation makes it almost impossible to negotiate

Dealing with Difficult Negotiators

A possible scenario which is conflict ridden:

The man you are negotiating with has a bombastic and rude manner. He interrupts constantly and loudly and at a pace that does not allow interruptions to his flow. He is unemphatic and threatening and shows no interest in your point of view. All he wants to do is force is point of view onto you and dominate the discussion so that he can get exactly what he wants.

Do you: a. Retaliate in kind with matching behaviour? b. Wait for an opening to say your piece? c. Agree to what he wants.

a. Retaliation is a challenge. He is not intimidating you enough he will put on more pressure. b. Yes. But only if you are clear that his behaviour will not affect your focus on the outcome. c. Never! Do not give him the satisfaction, by giving into a bully and their intimidation.

Dealing with Difficult Negotiators

So what can you do about it?

Do not let their behaviour affect the outcome that is what they want.
They know if they behave in this way they will get what they want because the other party will back down.

Do not react to their behaviour- that is what they want. You need to ignore their behaviour, this is what they choose not you.
Be focused on the outcome and do not let their behaviour influence you away from this.

Focus on the merits of both cases Consider what trades you are going to make. What you give up
reflects consideration of the merits of their case, in exchange for what you insist on getting from them.

This shows and forces them to give recognition to the merits of your
case.

Thank You