“Getting to Yes” - Principled Negotiation
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Although negotiation takes place every day, it is not east to do well. Standard strategies for negotiation often leave people dissatisfied, worn out, or alienated -- and frequently all three. People find themselves in a dilemma. They see two ways to negotiate: hard or soft. The soft negotiator desperately tries to avoid conflict when the hard negotiator gives all he can afford to win. There is a better way to negotiate. A way that is neither hard nor soft but rather hard and soft. Principled negotiation is about being HARD on the PROBLEM while being SOFT on the PEOPLE. By means of roleplay, discussion groups and reflection we will introduce the method of principled negotiation. At the end of this training session you will be able to analyse past negotiations and prepare future negotiations to encompass the four basic principles we will introduce to you.
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- 2 Snel namen opnoemen ;o)
- "Yes, But..." This part of the training deals with practical questions that arise when putting the method to practice. What if they are more powerfull? What if they won’t play? What if they use dirty tricks? We zullen dit behandelen op onze training op het TW!
- 15 Definition: - brainstorm!! - vooral gericht op wat je zelf wilt bereiken, jouw belang voor alles - evt voorbeeld ontslaan + manager / bedrijf failliet - definitie laten zitten van fisher
- 5 VOORBEELD: rollenspel nav die definitie - Wat vonden jullie hiervan? - die definitie afkraken - ook wat allemaal negotiation is, dat het alledaags is
- 10 Style of negotiation: - hard vs soft, cooperatief vs competatief - welke zouden jullie gebruiken? - dia met tegenstellingen - goede van elke rij uitkiezen / omcirkelen - slotzin: Wat moet je gebruiken? Hard of zacht?
- 5 Conclusie intro --> principled negotiation is based on the principle of hard on the problem & soft on the people!
- Balloons with numbers inside to decide groups Each group gets a paper with role play 15’ preparations Floris
- Everyone knows how hard it is to deal with a problem without people misunderstanding each other, getting angry or upset, and taking things personally. A union leader says to his men, "All right, who called the walkout?" Jones steps forward. "I did. It was that bum foreman Campbell again. That was the fifth time in two weeks he sent me out of our group as a replacement. He's got it in for me, and I'm tired of it. Why should I get all the dirty work?" Later the union leader confronts Campbell. "Why do you keep picking on Jones? He says you've put him on replacement detail five times in two weeks. What's going on?" Campbell replies, "I pick Jones because he's the best. I know I can trust him to keep things from fouling up in a group without its point man. I send him on replacement only when it's a key man missing, otherwise I send Smith or someone else. It's just that with the flu going around there've been a lot of point men out. I never knew Jones objected. I thought he liked the responsibility."
- Emotions recognize and understand (acknowledge them) allow letting off steam (listen and be quiet) use symbolic gestures (saying sorry) Perceptions truth is always relative -- conflict lies in difference in perception understanding is not agreeing --> make explicit and discuss Communication talking to a "third party" - the person to persuade is sitting across avoid repetition (understand & acknowledge b4 moving on) speak about yourself - we feel XXX vs you are doing XXX wrong!
- Focus on interests not positions Consider the story of two men quarreling in a library. One wants the window open and the other wants it closed. They bicker back and forth about how much to leave it open: a crack, halfway, three quarters of the way. No solution satisfies them both. Enter the librarian. She asks one why he wants the window open: "To get some fresh air." She asks the other why he wants it closed: "To avoid the draft." After thinking a minute, she opens wide a window in the next room, bringing in fresh air without a draft.
- what are interests? - interests define the problem - look for interests behind the problem - look for conflicting as well as shared interests - prioritize your interests - acknowledge their interests
- Invent options for mutual gain Yet all too often negotiators end up like the proverbial sisters who quarreled over an orange. After they finally agreed to divide the orange in half, the first sister took her half, ate the fruit, and threw away the peel, while the other threw away the fruit and used the peel from her half in baking a cake. All too often negotiators "leave money on the table" — they fail to reach agreement when they might have, or the agreement they do reach could have been better for each side. Too many negotiations end up with half an orange for each side instead of the whole fruit for one and the whole peel for the other. Why?
- seperate invention from judgement broaden options instead of narrowing it shared interests are the opportunities make their decision easy
- energizer
- Invent options for mutual gain
- independent of either side’s will fair standards for the question fair procedures for resolving
- vraag de deelnemers de link te leggen met de rollenspellen
- 5 Toepassen van de principes ahv analyse & voorbereiding - kort theoriemomentje: pag 11 el200.pdf?
- Deel analyse 8 - individu: analyse van past negotiation (pag 26 el200.pdf) 8 - groepjes: bespreken welke negotiation je kan verbeteren 8 - als groepje 1 nieuwe ‘upcoming negotiation’ schrijven met verbeterpunten 16 - kort bespreken in de hele groep (elke groep doet dus 1 verbeterde versie analyse uitleg)
- Deel analyse 8 - individu: analyse van past negotiation (pag 26 el200.pdf) 8 - groepjes: bespreken welke negotiation je kan verbeteren 8 - als groepje 1 nieuwe ‘upcoming negotiation’ schrijven met verbeterpunten 16 - kort bespreken in de hele groep (elke groep doet dus 1 verbeterde versie analyse uitleg)
- 10 Recap van alles You knew it all the time: this is a framework Learn from doing: metafoor sportboeken Winning: metafoor frisbee & trouwen