Negotiation seminar
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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