NAILA KF 4520210097 TGS IS 12

1. Naila KF 4520210097 Interpersonal Skills B
NEGOTIATING

2. PREFACE
We are all negotiators. Negotiation is a process of joint decision
makingin which people with different preffered outcomes interact in
order to resolve their differences. Negotiation is not necessarily a win-
lose process; it need not involve one party seeking to improve its lot at
the expense of the other. This chapter aims to help us develop a better
understanding of the process of negotiatin and will consider a number
of different strategies, including competitive and collaborative. It will
also help us the skills needed for being more successful negotiator

3. KINDS OF MOTIVATIONAL ORIENTATION AND CHOICE
OF NEGOTIATING STRATEGY
1. Competitive negotiator is motivated to achieve maximum benefit
forself at the expense of the other party (win-lose)
2. The accommodative negotiator is primarily concerned with ensuring
that the other party achieves some benefit even if this requires the
sacrifice to benefit to self.
3. The collaborative negotiator is motivated to achieve maximum
benefit for both parties (win-win).
4. The inactive negotiator neglects both own and the other’s benefit by
avoiding any attempt to resolve differences in preferred outcomes
5. The compromising negotiator adopts an intermediate strategy is
motivetaed to seek a satisfactort level of joint benefit by splitting
the difference on issues of concern.

4. OTHER FACTORS AFFECTING STRATEGIC CHOICE
While the negotiators’ motivational orientation will exert a strong
influence on an individuals’ preferred negotiating strategy, a number of
more immediate factors can affect the choice of strategy in any given
situation.
1. Continuity of the interaction
2. Situation
3. Local culture
4. Stakes
5. Constituents
6. Attribution of others intent

5. MODIFYING STRATEGIES AS THE NEGOTIATION
PROCEEDS
Negotiators often modify their strategy as the negotiation
progresses. One of the parties may begin by adopting a
collaborative approach but, in response to the other’s fierce
competitive stand, may have to modify their strategy to match
their opponent’s contending tactics. Alternatively, competing
parties may recognise that their opponents have equal power.
They may come to realise that the only way to reach an
acceptable settlement may be via compromise or by working
together to find a win-win collaborative solution

6. Negotiating
behaviour

7. KIND OF TACTICS
1. Competitive negotiator is motivated to achieve maximum benefit
forself at the expense of the other party (win-lose)
2. The accommodative negotiator is primarily concerned with ensuring
that the other party achieves some benefit even if this requires the
sacrifice to benefit to self.
3. The collaborative negotiator is motivated to achieve maximum
benefit for both parties (win-win).
4. The inactive negotiator neglects both own and the other’s benefit by
avoiding any attempt to resolve differences in preferred outcomes
5. The compromising negotiator adopts an intermediate strategy is
motivetaed to seek a satisfactort level of joint benefit by splitting
the difference on issues of concern.

8. CONTENDING
01
To help negotiatpr push the other
part into accpeting the negotiator’s
demands
NON-CONTENDING
02
Involve more openness and a greater
willingness to offer concessions with
more competitive strategies
FLEXIBLE
03
Support any one of a range
strategies
COMPLEX
04
How the parties can sometimes
modify their strategies as the
negotioation proceeds
TACTIC’S CLASSIFICATION

9. CREATING OPPORTUNITIES TO TAKE
TIME OUT AND THINK
t is difficult to anticipate every move in a negotiation. This
space can be created in a number of ways.
• The most obvious is to ask for a recess in order to ‘take
stock’ or to consult with constituents. However, the
negotiator may wish to take time out without making this
obvious to the other party.
• A more covert approach is to ask an irrelevant question.
While the other party is providing an answer the negotiator
can do some thinking. A similar technique is to offer a
summary, but to deliberately misstate the other party’s
position. They will demand the opportunity to clarify where
they stand, again creating a breathing space.

10. CREATING OPPORTUNITIES TO TAKE TIE OUT
AND THINK
It is difficult to anticipate every move in a negotiation. Creating
opportunities can be created in a number of ways:
• The most obvious is to ask for a recess in order to ‘take stock’ or to
consult with constituents. However, the negotiator may wish to take
time out without making this obvious to the other party.
• A more covert approach is to ask an irrelevant question. While the
other party is providing an answer the negotiator can do some thinking.
A similar technique is to offer a summary, but to deliberately misstate
the other party’s position. They will demand the opportunity to clarify
where they stand, again creating a breathing space

11. IMPROVING ABILITY TO NEGOTIATE
EFFECTIVELY
An essential first step is to train yourself to observe and
recognise what is happening during a negotiation. Working
on these exercises can help you build up a profile of the
way you typically behave when negotiating. For example:
• How do you respond to others?
• Consider whether you tend to favour certain tactics and
ignore others?
• Are you inclined towards being more competitive or more
collaborative?
• Do you vary your style depending on the circumstances?
Preparation is also important. Researching your opponent
in this way can be extremely useful when deciding which
negotiating tactics and strategies to employ

12. SUMMARY
The factors that influence the strategies that negotiators adopt
have been examined, and a rnge of different negotiationg tactics
have been reviewed. Attention has also been focused on some
of the spesific negotiating behaviours that underpin these
tactics and strategies.

13. CREDITS: This presentation template was
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THANKS
Source : Hayes.John :
Interpersonal Skills at Work