WHAT IS NEGOTIATION Negotiation is the process by

WHAT IS NEGOTIATION • Negotiation is the process by which we search for terms to obtain what we want from somebody who wants something from us

Principled negotiation • 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 • Based on Getting to Yes Fisher and Ury

Separate the people from the problem • Negotiators are people first • Every negotiator has 2 interests the substance and the relationship • People problems are usually perceptions, involve them, understand face saving • Emotions – understand, allow time to express, don’t react to outbursts • Communication – dance don’t trip up , listen

Focus on interest not position • A position is a tangible outcome that someone argues for. An interest is the reason why that outcome is desired an underlying concern about the problem. • There are usually multiple interests in any issue • The more you understand your interests and the other party interests the better you are able to find a solution that will produce mutual and lasting agreement

Invent options for mutual gain • Create as many options as possible before you evaluate them to decide which are best otherwise good ideas never have a chance to be suggested and discussed because people are too busy arguing over the first ideas introduced

Find good criteria • Choosing a good solution depends on making sure that the criteria for solutions are considered legitimate by the parties. Criteria may come from • Interests already identified by all the parties especially common interests shared by all parties • External rules or policies that must be followed • Accepted norms for the industry

Personal barriers to effective negotiation Dealing with conflict is difficult – we are human. Three things are very destructive to a collaborative negotiation: • Defensiveness • Hidden Agenda’s • Negative influence tactics They may derail the process

Defensiveness Behaviours that can cause defensiveness Criticising someone Acting indifferently towards them Being contemptuous or acting superior to them • Ignoring them • Being condescending to them • •

Defensive reactions • • • Counter attack Stonewalling or avoiding discussions Becoming passive aggressive Being less open with information Listening less to each other Assuming worst about everyone involved

Hidden agendas • These are the desires for outcomes or actions that you want to keep from the other party or group. Your actions are motivated by these agendas but you don’t want others to know that. Hidden agendas are often caused by a concern about ones image or ones role or power in the group

Negative influence tactics • Talking over someone else • Dominating the conversation or holding the floor • Semantic boxing ( arguing over terms rather than issue) • Being overly ambiguous • Withdrawing from conversation • Being very pessimistic • Threatening others

Pre negotiation preparation Analysis , Planning, discussion Describe the problem Your definition /Their definition/ Assumptions Identify interests Your interests /Their interests/Assumptions Develop your BATNA – best alternative to Negotiated agreement • Consider their BATNA • • •

Negotiation • • • Clarify the problem Explore interets Brainstorm Establish criteria Select options

Clarify the problem • • Your description Their description If your descriptions are not the same Commonalities If none – importance to parties Logical reason to address one first Construct an agenda for dealing with multiple issues

Explore interests • • • Understand others interest Be inquisitive ask why Express your interests not your position Look forward not back Be concrete but flexible NB if they agree to go along with what you want – what would that be

Generate options • Generate ideas, clarify ideas, Summarize, get agreement on list of options Traps • Avoid premature judgment, searching for a single answer, assuming the pie is fixed, assuming fixing their problem is their problem Tips • Separate coming up with ideas from choosing them. • Make their decision easy

Establish criteria • • Explicitly state criteria Clarify Criteria Prioritise criteria Select preferred negotiated solutions Evaluate each option with criteria Identify preferred or workable option Reason and be open to reason Never yield to pressure only principle

Prepare in advance • • Who is going to the meeting what are their roles? Who has the power to make decisions - about money - about quality indicators How will you approach the negotiation Your offer first then they offer or vice versa Will you deal with one element at a time or bundle the offers together

FAQs • • • Does positional bargaining ever make sense What if the other side has a different perception of fairness Should I be fair if I don’t have to be What do I do if the people are the problem When does it make sense not to negotiate How to I take account of culture etc How do I decide where to meet and who should make first offer How do I move from inventing options to making commitments How do I try out these ideas without taking too much risk Can the way I negotiate make a difference if the other side is more powerful - How can I enhance my power