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Negotiation seminar
 

Negotiation seminar

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Training Track #11: Negotiation

Training Track #11: Negotiation

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    Negotiation seminar Negotiation seminar Presentation Transcript

    • Negotiation Workshop Prof. Steven A. Gedeon, PhD, MBA, PEng Director, Ryerson Entrepreneur Institute [email_address]                                                                                        
    • Negotiation Workshop                                                                                        
    • This Evening’s Agenda
      • Position Based Negotiation
      • Principle Based Negotiation
      • Basic Strategy
      • Basic Tactics
      • Single-Issue Example
      • Review
      • More Tactics
    • Position Based Negotiation
      • “ Hard” vs. “Soft”
      • Tendency to Lock into a Position
        • The more you try to convince the other side of your position, the harder it is to change it
        • Ego becomes identified with the position
      • Tactics make Negotiation Take Longer
      • Win-Lose Damages the Relationship
      • Poor Outcomes (Lose-Lose)
    • Principle Based Negotiation
      • Separate the People from the Problem
      • Focus on Interests, Not Positions
      • Invent Options for Mutual Gain
      • Insist on Using Objective Criteria
      Based on “Getting to Yes” Fisher & Ury
    • Separate the People from the Problem
      • Negotiators are People First
      • Negotiators’ Interest in both Substance and Relationship
      • Separate Relationship From Substance
        • Perception
        • Emotion
        • Communication
    • Focus on Interests, Not Positions
      • Two Sisters and the Orange
      • Ask “Why?”
      • Put the Problem before your Answer
      • Be Hard on the Problem and Soft on the People
    • Invent Options for Mutual Gain
      • Diagnosis
        • Premature Judgment
        • Searching for a Single Answer
        • Assuming a Fixed Pie
        • Solving Their Problem is Their Problem
      • Prescription
        • Separate Brainstorming from Judging
        • Broaden the Number of Options
        • Search for Mutual Gain
    • Insist on Using Objective Criteria
      • Fair Standards
      • Fair Procedures
        • I Divide You Decide
        • Last Best Offer
      • Agree on Principles
    • Basic Strategy
      • Create Gains then Capture Gains
      • Assess Range then Drop the Anchor
    • Basic Analysis
      • Determine Your BATNA (Best Alternative to a Negotiated Agreement – your “Walk Away” Position)
      • Determine Their BATNA
      • Assess the True Issues in the Negotiation
      • Determine Important Issues to You
      • Determine Important Issues to Them
    • Tactics 1
      • Critical Role of Information
      • Importance of Anchors
      • Always be Reluctant, Never Enthusiastic
      • Flinch, Show Disbelief
      • Always Ask for More than you Expect
      • Never Accept the First Offer
      • Be Predictable, Explicit, Never Lie
    • Single-Issue Workshop Steven A. Gedeon , PhD, MBA, PEng [email_address] Home Purchase
    • Tactics 1
      • Critical Role of Information
      • Importance of Anchors
      • Always be Reluctant, Never Enthusiastic
      • Flinch, Show Disbelief
      • Always Ask for More than you Expect
      • Never Accept the First Offer
      • Be Predictable, Explicit, Never Lie
    • Tactics 2
      • The Power of Silence
      • The Importance of Time
      • Let Your Minions Negotiate, then Push for Later Concessions
      • Advance your Interests Outside of Negotiation
      • Sometimes you Need to Walk Away
      • Firm on Interests, Flexible on Position
      • Sunk Costs, Escalation
      • Don’t Proceed Issue-by-Issue
    • Getting Information
      • Trial Balloons
      • Ask Questions
      • Give Info to Get Info
      • Put out Tentative Offers or Multiple Offers
      • Powerful Technique
        • Post Settlement Settlement
    • Multi-Issue Negotiation
      • 3 Types of Issues:
        • Mutual Agreement
        • Integrative Issues
          • Important to One Party, Not Important to the Other
          • Inherently Win-Win Opportunities
        • Distributive Issues
          • Equally Important to Both Parties
          • Inherently Win-Lose