Negotiation Skills BKBNASC2019 A Story of 17 Camels

Negotiation Skills BKB/NASC/2019

A Story of 17 Camels & 3 Sons BKB/NASC/2019

A Story of 17 Camels & 3 Sons Once there was a man who owned seventeen camels. One day, he called his three sons and said, “I am too old to look after my camels. So I shall divide my seventeen camels amongst the three of you. My eldest son will get half the camels, my second son will get 1/3 rd of 17 camels & my youngest son will get 1/9 th of 17 camels. BKB/NASC/2019

• As it is not possible to divide 17 into half, or 17 by 3 or 17 by 9, the sons started to fight with each other. How will the sons divide the camels? BKB/NASC/2019

Definition of Negotiation • “Negotiation is the process of resolving conflict of interest through discussion and bargaining”. • It is, therefore, an interactive communication process that may take place whenever we want something from someone else or another person wants something from us. " BKB/NASC/2019

• It is such a common activity that most people do it at some point every day, to sort out differences with other people, or to get what they want. Negotiation, therefore, really covers every area of life. BKB/NASC/2019

Using the Elements Communication Relationship Interests Options If “No” Alternatives Copyright © 2008 CMPartners. All rights reserved BKB/NASC/2019 Legitimacy If “Yes” Commitment

Circle of Value Explore Interest, Develop Options for Joint Gain, Use Objective Standard to Establish Legitimacy

Explore INTERESTS Not Positions/Demands • The core concerns, aspirations, wants, needs, hopes, fears, motives, goals, etc. of each party • Our interests drive our behavior • They are the foundation of the demands and positions that surface in a negotiation BKB/NASC/2019

The Orange Example A mother of two children has one orange left in her fruit bowl. Both children are implicitly claiming the orange for themselves: “Mom, I absolutely want this orange!” BKB/NASC/2019

What should the mother do? • Should she flip a coin? • Should she cut the orange into two equal pieces? • Should she let her children fight over the orange? BKB/NASC/2019

? “Why do each of you absolutely want this orange? ” BKB/NASC/2019

Daughter: Son: The daughter would like to bake a cake. Therefore she only needs the skin of the orange to add some flavor. The son is thirsty and would like to squeeze the orange for a glass of fresh juice. To do so he does not need the skin of the orange. BKB/NASC/2019

Develop OPTIONS for Joint Gain • Options for joint gain • Possible outcomes of the negotiation • What either party might agree to • Creative options come from deep exploration of the parties’ interests • Inquiry and sharing of information are key tools • It promotes better solutions BKB/NASC/2019

Possible OPTIONS for Orange story • To cut the Orange in half. • One to take all the fruit, and for the other to take all the peel. • To take the orange, squeeze a glass of orange juice, sell it, and then go buy two more oranges BKB/NASC/2019

Use Objective Standards to Establish LEGITIMACY • Objective criteria, benchmarks, principles, laws, regulations, standards, practices, traditions, researched evidence, etc. • Convey a sense of fairness • Each party can have separate sources of legitimacy BKB/NASC/2019

WHEN WE ARE IN THE CIRCLE, OUR INQUIRY SKILLS BECOME VERY IMPORTANT THEN THAT OF OUR ADVOCACY. BKB/NASC/2019

Strategic Inquiry Guidelines Inquiry into INTERESTS • What are you trying to accomplish in these negotiations? • What are your key motivations in these negotiations? • What are you concerned about? • Do you feel we “must” do a deal here? • Would you prefer to work something out jointly ? • What interests would be better met if we don’t agree? BKB/NASC/2019

Strategic Inquiry Guidelines Inquiry into OPTIONS • What would be wrong with. . . ? • What other ideas might we brainstorm on this problem? • If we work together, how might we make this better for both of us? • Do you have the authority to make a decision on this? • Do others need to be here to get this done? • What would be your reaction to a possible offer like. . . ? • If I were able to offer you “x, ” could you say “yes” today? BKB/NASC/2019

Strategic Inquiry Guidelines Inquiry into LEGITIMACY • Why do you think we ought to do that? • What benchmarks do you see in our field of work that make this appropriate? • If you were I, how would you justify that to others? BKB/NASC/2019

BATNA - BATNA is the acronym for Best Alternative To a Negotiated Agreement. - Your BATNA is the choice you can make if you conclude that negotiating with a particular party is not likely to yield a favorable result. - You can walk away from a negotiation if your BATNA is better than the likely outcome of that negotiation. BKB/NASC/2019

• BATNAs are not always readily apparent. • Fisher and Ury outline a simple process for determining your BATNA: – develop a list of actions you might conceivably take if no agreement is reached; – improve some of the more promising ideas and convert them into practical options; and – select, tentatively, the one option that seems best. BKB/NASC/2019

While you are in circle, please be aware about your Emotion. BKB/NASC/2019

Thank You for Your Active Participation BKB/NASC/9851156111/binod. bista@nasc. org. np/binodb 1@live. com BKB/NASC/2019