...Negotiation Skills Chapter 1 is entitled- The Nature of Negotiation it introduces us to the definition of the term Negotiation- “a form of decision making in which two or more parties talk with one another in an effort to resolve their opposing interests.” The Objectives are 1. To understand the definition of negotiation, the key elements of a negotiation process and the distinct types of Negotiation. 2 Explore how people use negotiation to manage situations of interdependence- that is, that they depend on each other for achieving their goals. 3 Consider how negotiation fit into the broader perspective of processes of managing conflict. 4 Gain an overview of the organization and content of this book. People negotiate all the time. Negotiations occur for several reasons: 1 to agree on how to share or divide a limited resource such as land, or property or time. 2 to create something new that neither party could do on his or her own and 3 to resolve problems or a dispute between the parties. People may recognize the need for negotiation but do poorly because they misunderstand the process or do not have good negotiating skills. For most people bargaining and negotiation mean the same thing, however in the text bargaining is used to describe the competitive, win-lose situation such as haggling over price at a yard sale, flea market or a car lot: Negotiation on the other hand is used to refer to win-win situations like those that occur where parties are trying to find a mutually...
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...Negotiation Skills By: Kunal Samani President-Business Development Rolex Lanolin Products Ltd Why Negotiation? • Negotiation is needed to resolve intra-person or inter-person conflicts / disagreements / clash of interests. • Negotiation is something that we do all the time and is not only used for business purposes. The aim of negotiation is to explore the situation, and to find a solution that is acceptable to both the sides. • Only man negotiates; animals do not; when faced with larger predator, they do not ask for negotiation or justice rather just run away. • Negotiation is one of the most difficult jobs a person can do. It requires not only good business judgment but also a keen understanding of human nature Negotiation Interperson Negotiatio n Unplanned Negotiatio n Integrative Negotiatio n Hard Negotiatio n Soft Negotiatio n Planned Negotiatio n Distributiv e Negotiatio n Principled Negotiatio n Intra-person Negotiation Hard Negotiation • Hard negotiation involves the negotiation of positions, rather than interests. • It is highly competitive, seeing victory as the number one goal. • Hard bargainers, see the participants as adversaries. They distrust the other side and play sneaky games to try to gain the negotiating advantage. • Hard bargainers refuse to make concessions and demand onesided gains as the price of an agreement. • When confronted with a softer opponent, hard bargainers almost always will win. When confronted with another hard bargainer, however, it...
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...NEGOTIATION S P E C I A L R E P O R T Program on Negotiation at Harvard Law School Helping you build successful agreements and partnerships Business Negotiation Skills 5 Common Business Negotiation Mistakes In this Special Report, the experts and editors from Harvard’s Program on Negotiation offer advice from past issues of the Negotiation newsletter to help you avoid common pitfalls and build better relationships and agreements with your colleagues, clients, and those closest to you. You will learn to: ■ Identify opportunities to expand the pie of resources. ■ Take steps to ensure you don’t overvalue your assets. ■ Guard against a backlash from less powerful parties. ■ Gain a keener understanding of what you really want. ■ Avoid being hurt by overcommitment to a deal. www.pon.harvard.edu $25 (US) Program on Negotiation at Harvard Law School Negotiation Editorial Board Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet Kennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse The Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law...
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...The Negotiation Checklist Negotiation and deal making has been practiced for generations and most everybody engages in it daily from the boss at work to their spouse/partner to the garage sale down the street. A successful negotiator is a person that is well prepared, uses effective communication and sets clear goals to achieve. Regarding the factors that are critical to successful and effective negotiation per the checklist is setting clear objectives for what needs to be achieved and resolved. Just like many other things in life establishing clear goals helps to understand what you need, where you want to be and what the desired outcome is. Without knowing what you want to accomplish and what you would like the desired outcome to be, negotiation is obscure and unclear. Although setting goals and objectives for a negotiation checklist is an obvious consideration, it nevertheless, is extremely critical to understand what you’re trying to accomplish in a negotiation and is the foundation in which everything else follows. Another very important factor that goes hand in hand with establishing objectives for negotiating is what the issues are that needs to be resolved. Knowing what you’re trying to accomplish and what specific issues need resolved is crucial to effective negotiating. Again, knowing exactly what needs negotiated and resolved is an obvious answer, however, it is very important to have specific issues addressed. This will help to eliminate any misunderstandings...
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...Negotiation skills : Generating creative solutions : Several approaches to sharpen your creative mind : - Share experience and learn from others - Incubation - Expressiveness - Non-evaluation - Quantity - Time limit - Building Not easy Be firm with what you want but nit how you want it Creative solutions : - Keep the old products and launch the new line. - You might have - Agree on the evaluation criteria - Non specific compensation would be for instance developing the men range or another range, getting something in return which is not specific - Compromising( I take half you take half) - Bridging solution Evaluate and select the best solution Folowing guidelines should be used : -narrow the range of options by selecting the ones the negotiators strongly support. -evaluate solutions on the basis of quality standards and acceptability(facts,logical deducation, arguments). -agree to the criteria in advance of evaluating options in order not to waste time. - Take time to cool off if the communication is on the verge of breakdown -keep decisions conditional untill all aspect of the final oroposals are complete -minimize formality and record taking until final agreements are closed. Factors facilitating successful integrative negotiation These factors Are necessary for more successful integrative negotiation : -Faith in the other party’s problem solving ability, his/her expertise. -A belief in the validity...
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...Negotiation Skills Lecture (1): Conflicts Management Dr. Ola Elgeuoshy For any organization to perform effectively, interdependent individuals and groups must establish working relationships across organizational boundaries, between individuals, and among groups. Such interdependence may foster either cooperation or conflict. CONFLICT Conflict: “involves incompatible behaviors; one person interfering, disrupting, or in some other way making another’s actions less effective.” Two Faces of Conflict: Competitive conflict • parties pursue directly opposite goals and mistrust and don’t believe each other. (Win-lose) Cooperative conflict • parties pursue cooperative goals and trust and rely on each other. (Win-win) Competitive Versus Cooperative Conflict Source (right figure): Reprinted from Learning to Manage Conflict: Getting People to Work Together Productively by Dean Tjosvold. Copyright © 1993 by Dean Tjosvold. First published by Lexington Books. All rights reserved. All correspondence should be sent to Lexington Books, 4720 Boston Way, Lanham, Md. 20706. Conflict Issues Conflict. • A disagreement between people on: • • Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. • Conflict that is well managed...
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...Negotiation Skills Training Manual 2006 By Desmond Oliveira Corporate Dimension Business Management Services [pic] Index Topic Page What negotiation is and why it is important Adversarial versus co-operative bargaining Planning the negotiation Preparation checklist Development exercise 1. Case study How to structure negotiations Personal power and how to increase it Development exercise 2. Personal power Behavioral analysis How to deal with behavior styles Development exercise 3. Behavioral styles Negotiating tactics Movement and concessions Dealing with price The closing stages The 40 most common mistakes in negotiation Development exercise 4. Role-play Development exercise 5. Action planner 3 5 6 9 12 17 19 21 22 25 27 28 33 36 37 38 40 43 [pic] 1 [pic] Negotiation skills Welcome to negotiation skills, Volume 3 in the sales skills library. This manual has been written especially for salespeople, sales managers and sales trainers. It contains valuable information on how to negotiate more effectively. This manual can be read as a book, or used as a source of reference material where specific needs, or issues arise. The range of titles in this series is: Volume Title 1 2 3 4 5 6 Selling skills Booking appointments by telephone Negotiation skills Presentation skills Time management Customer care [pic] In each manual you will find information on each topic...
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...Capital Mortgage Insurance Corporation Week 5 Negotiation Skills Professor: Mathew Jackson James L Brown Identify guidelines that you should follow during the negotiation. I believe you need to start by brainstorming and deciding your method of negotiations. You want the negotiation process to be as stress free as possible. You should do your homework and try to make sure you’re analysing from both parties’ perspectives. It is very important on having a clear scope on all requirements and objectives. These can be short and long term as long as there is reasons behind them. I understand it is very important to be prepared to gather as much information possible which can be used to validate during the negotiation. Dolan and Randall did a thorough research on the four shareholders of CTS and how they can achieve a greater benefit by this acquisition by getting an entry to Metro Net’s network. Identify steps of the negotiation process. There can be a four step negotiation process. The steps are as follows: Step 1: Do your research ahead of time to so that you know your opponent and you know what you want from the negotiation. Each party presents its case. Next should be the discussion. Each side should seek clarifications if any. Arguments should be avoided. Try to pay attention to what each other needs are and let that be the focal point. Step 2: Its important that each party understand what the other party wants. A clear scope of what they are negotiating...
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...Sarah Richter – D00130751 HR595 – Negotiation Skills Assignment: Week 4 – Tactics Tutorial Analysis 08/09/2012 Using the Marilyn and Len exchanges, analyze the following: * What are the objectives of both parties in the exchanges? In the beginning Len and Marilyn’s objectives are distributive in nature. They both want the high-income accounts to be handled by their respective departments. The $5million in viable accounts are supposed to be handed over by Len to Marilyn’s department. Marilyn’s idea of the potential accounts is different than that of Len’s. Both parties want to maintain profitable accounts to ensure their teams’ commissions are not negatively affected by the change-over. * How would you describe the general "tone" of the exchanges? I would describe the general “tone” of the exchanges to be interest oriented. Most of the verbal interactions presented (especially in the first exchange) were substantive based, not relationship oriented. Both parties seem to have a personalization attached to the problem at hand and it seems that they are both worried about the outcome negatively affecting their personal and team results. * Were Marilyn's objectives on the way to being effectuated in the first exchange? I do not feel that Marilyn’s objectives were going to be effective in the first exchange. She approached the conversation regarding the accounts Len provided in a defensive manner which did not create a free flow of information. Len presented his...
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...NEGOTIATION S P E C I A L R E P O R T Program on Negotiation at Harvard Law School Helping you build successful agreements and partnerships Business Negotiation Skills 5 Common Business Negotiation Mistakes In this Special Report, the experts and editors from Harvard’s Program on Negotiation offer advice from past issues of the Negotiation newsletter to help you avoid common pitfalls and build better relationships and agreements with your colleagues, clients, and those closest to you. You will learn to: ■Identify opportunities to expand the pie of resources. ■Take steps to ensure you don’t overvalue your assets. ■Guard against a backlash from less powerful parties. ■Gain a keener understanding of what you really want. ■Avoid being hurt by overcommitment to a deal. www.pon.harvard.edu $25 (US) Program on Negotiation at Harvard Law School Negotiation Editorial Board Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet Kennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse The Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian...
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...talk, listen and take notes. Be mentally prepared You need to take the right mental approach. Once your head is clear, you will feel in control and can take the lead through questioning. Discuss, don’t sell Negotiation should be a discussion of how to achieve a mutually agreeable outcome, not a selling exercise. Take some time out Don’t be afraid to ask for a break in negotiations to collect your thoughts. Unless you’re up against an absolute fixed deadline, be prepared to ask for time out, and use this to recalibrate your thought processes. Understand your position… Before you enter negotiations, form three positions in your head: what you could get away with – which is usually your opening bid; what you expect to get, based on a knowledge of your market; and your deal breakers. …and get to know theirs One of the biggest mistakes negotiators make is failing to uncover their opponent’s position. When selling, for example, if a potential customer does not want to pay your asking price, ask them what they do want to pay. Once they have told you what they are willing to pay, you have two positions and there is scope for negotiation. Everyone’s a winner If you’re going to have an ongoing relationship with the other party, negotiation needs to be win-win. Negotiation should always be about understanding how we are solving people’s problems, and what pain we are taking away. Whether...
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...Organizational Behavior Professor: Janice Baldon-Gutter October 10, 2011 Executive Summary In this project we, the student, get the chance to take an in-depth look into negotiation skills and norms of those in various cultures. The assignment itself asks us to take on the role of a negotiator in United States norms and styles and analyze how we would interpret these other cultures and respond taking their styles and norms into consideration and working on a business type negotiation with them. (Robins & Judge, 2011) As a business student it is very important to become knowledgeable and aware of other’s cultural norms and business styles, in the event that we will be interacting with them in future business situations. Upon first glance it is apparently obvious that the United States and Brazil are quite similar in norms, practices, and styles. It is also obviously notable that the East Asian and (Japanese and Korean) are almost a complete one eighty of the first two described cultures. (Beyond Intractability, 2003) To go into elaboration, let us take a look at the female role in both the western and eastern cultures. In the western cultures it began quite different for woman in the workplace, but it has become equal in power and how women and men interact in the workplace in aspects such as; negotiations, space orientations, as well as authoritative roles. In the Eastern culture it is quite different. Women and men are not perceived as equal. It is actually quite rare to...
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...address the real problem or opportunity, raised resistance from the opposite side that makes agreement very unlikely, antagonism that sours future talks, a failure to develop relations based primarily on mutual respect and trust, or an agreement that creates great exposure to future risk. To avoid these risks, corporate executives can apply the same strategies used by well-trained military officials in hot spots like Afghanistan and Iraq. Those in fundamentalist negotiators angle for others perspectives, propose multiple solutions and invite their counterparts to critique them, use facts and elements of fairness to persuade the other side, methodically build up trust and commitments over the course of time and take steps to reform the negotiation process as well as the result. Get The Big Picture Avoid Presuming you have all of the facts : look, its plain that. presuming the other side is biased but youre no assuming the other sides inducements and aspirations are obvious and doubtless nefarious Instead Be curious : help me know how you see the situation. Be humble : what do I have wrong? Be open-minded : Is there another way to clarify this? reveal and cooperate Avoid Making open-ended offers : What do you want? Making one sided offers : Id be prepared to. simply agreeing to ( or refusing ) the other sides demands Instead Ask Why is that crucial to you? propose solutions for critique : heres a possibilitywhat might be wrong with it? Elicit real Agreement...
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...Comparison between 12 Negotiation Skills and the Art of the War ------ Mengcai LI Similarities 1. Preparation & Understand Needs on Both Sides Whether before a war or before a negotiation, it is of vital importance to know as more as possible the useful information. Because of that, the leader can understand clearly about what the adversary wants and what himself really wants. Then he can identify the items which can be compromised and which can be obtained. Furthermore, during the negotiation, he can notice to avoid his disadvantage part and lead the adversary to his advantage part. 2. Well-informed The factors which can affect the war’s outcome of success or failure are not only relative with the scale of army and the general’s stratagems, but also the weather and geography, so as the negotiation. The more relevant information one has, the better one’s position is. 3. Hide information Both the war and the negotiation, it is necessary to keep some vital important information as secrets which may decide the success or failure. Opposite 1. Irritating the adversary “If your opponent is of choleric temper, seek to irritate him. Pretend to be weak that he may grow arrogant.” In the war, it is a great strategy to irritate the adversary if the opponent is of choleric temper. However in the negotiation, it is inexpedient to take such action. Because that after most negotiations, both parties want to keep a long term relationship. It is necessary to make the negotiation harmony. 2. Win-Lose/...
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...December 1, 2012 HRM 594-60124 Negotiation Skills Keller Graduate School of Management Cast Study 1: Capital Mortgage Insurance Corporation In any good negotiation, it is important that the Capital Mortgage Insurance Corporation (CMIC) and Corporate Transfer Services (CTS) understand the issue and must come into the negotiation with a clear idea of what the conflict is and what they would like to gain from it. Both companies should present their side of the case. The dilemma is the president of Capital Mortgage Insurance Corporation, Frank Randall and his senior vice president and treasurer Jim Dolan are planning a strategy in order to compete and successfully receive the acquisition of Corporate Transfer Services. In order for Capital Mortgage Insurance Corp to accomplish this, they must understand the interest and position of Corporate Transfer Services. Once this is accomplished, Randall and Dolan must come into the negotiation with a clear idea of what the conflict is and what they would like to gain from the negotiation. If the Corporate Transfer Services is unwilling to agree or reach an impasse, then CMIC should ask questions such as, what are you concerns and ultimately, what would you like to see happen with this transition? CMIC must be willing to actively listen to the concerns of CTS and be willing to explore other solutions in order to fulfill the agreement. The bulk of the negotiation process is a continuous back and forth of ideas, options, and even arguments...
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