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Negotiating Skills Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Negotiations Mixer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Next time I suggest you try “Win-Win” Negotiating”
Negotiating Challenges for a PM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Pre-Negotiation Planning Phase ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some Negotiating lessons are tough to take...
Understanding Key Motivators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Handling Emotions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Negotiating around Fixed Positions Probe for the  beliefs and goals  behind the fixed position. Example of a fixed position:  “ I will not agree to outsource, regardless of savings” Surface goal: “Not to be burned the way we were 5 years ago” Underlying belief: “Work is controllable if we do it in-house” Underlying goals:  To have control, stability, minimum risk, and not have to lay-off anyone .  Underlying realities: Managing this work in-house is a costly pain, and not our core skill. These people can be redeployed on urgent backlog. Now you have the basis for analysis of alternatives, risks, contingencies, develop pros and cons, then negotiate!
Practice Win-Win Negotiations   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Negotiation Resources Books: “ Human Resources Skills for the Project Manager” Vijay Virma “ Principles of Project Management ”  John R Adams “ The Power of Nice” Ronald Shapiro “ Swim with the Sharks Without Being Eaten Alive” Harvey Mackay “ Getting Ready to Negotiate: The Getting to Yes Workbook” Roger Fisher and Danny Ertel “ Negotiating Skills for Dummies” Michael and Mimi Donaldson Web Sites: http://www.maxwidman.com/papers/negotiating http://www.gantthead.com/Gantthead/JPACE/justifypages/1,1457,61,00.html Info on Toastmasters International http://www.toastmasters60.org/ http://www.toastmasters60.org/ More Info and De-Risking Projects:   Contact me at bill.chadwick@sympatico.ca
Exercises  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Analysis of Exercise 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise #2 Roles . PM from the previous exercise becomes  Anne , a 15 year old girl. The Observer becomes  Anne’s parent . Others are  Observers  to record use/abuse of “win/win” techniques. Background : Anne is calling home from a payphone on Hwy 401 to tell her parent she is hitch-hiking to Hollywood to be a movie star. She has no money, is a little afraid, and secretly wants to go to drama school. The parent is worried about Anne being out after curfew. Parent picks up the ‘phone, and has 3 minutes to effect a “win-win” approach before the payphone times out.
Analysis of Exercise 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise #3 Change roles . Anne becomes the Observer. The parent becomes a  driver  who’s car has  broken down at a garage 2 hours away from Toronto. The last person becomes the  head mechanic  at the garage. Background : You have to be in Toronto for an important meeting in 4 hours. The mechanic estimates it will take an hour to fix your car, but there are several local clients already expecting their cars to be fixed this morning. The mechanic wants your business, but does not want to let down any of the regular clients. Time : 3 minutes
Analysis of Exercise 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise #4 Rotate the  negotiator  role to be the proud owner of a new sports car. Select someone to be a  good   friend  wants to borrow the car on Saturday. Background:  The  Negotiator  is not using the car this weekend, but is concerned the good friend is a fast driver. The friend is generous, and has done you several favours for the Negotiator, including a recent birthday gift. Time : 3 minutes
Analysis of Exercise 4 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Know Your Hot Buttons Exercise: List the last 3 times you felt someone pressed your “Hot Button”. Subject discussed Who pushed your buttons? Why did you feel manipulated? Next time I will…..
Handling of Alternatives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Negotiating Mistakes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Timing Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Location Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other Tips ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Negotiation Skills

  • 1.
  • 2.
  • 3. Next time I suggest you try “Win-Win” Negotiating”
  • 4.
  • 5.
  • 6. Some Negotiating lessons are tough to take...
  • 7.
  • 8.
  • 9. Negotiating around Fixed Positions Probe for the beliefs and goals behind the fixed position. Example of a fixed position: “ I will not agree to outsource, regardless of savings” Surface goal: “Not to be burned the way we were 5 years ago” Underlying belief: “Work is controllable if we do it in-house” Underlying goals: To have control, stability, minimum risk, and not have to lay-off anyone . Underlying realities: Managing this work in-house is a costly pain, and not our core skill. These people can be redeployed on urgent backlog. Now you have the basis for analysis of alternatives, risks, contingencies, develop pros and cons, then negotiate!
  • 10.
  • 11. Negotiation Resources Books: “ Human Resources Skills for the Project Manager” Vijay Virma “ Principles of Project Management ” John R Adams “ The Power of Nice” Ronald Shapiro “ Swim with the Sharks Without Being Eaten Alive” Harvey Mackay “ Getting Ready to Negotiate: The Getting to Yes Workbook” Roger Fisher and Danny Ertel “ Negotiating Skills for Dummies” Michael and Mimi Donaldson Web Sites: http://www.maxwidman.com/papers/negotiating http://www.gantthead.com/Gantthead/JPACE/justifypages/1,1457,61,00.html Info on Toastmasters International http://www.toastmasters60.org/ http://www.toastmasters60.org/ More Info and De-Risking Projects: Contact me at bill.chadwick@sympatico.ca
  • 12.
  • 13.
  • 14. Exercise #2 Roles . PM from the previous exercise becomes Anne , a 15 year old girl. The Observer becomes Anne’s parent . Others are Observers to record use/abuse of “win/win” techniques. Background : Anne is calling home from a payphone on Hwy 401 to tell her parent she is hitch-hiking to Hollywood to be a movie star. She has no money, is a little afraid, and secretly wants to go to drama school. The parent is worried about Anne being out after curfew. Parent picks up the ‘phone, and has 3 minutes to effect a “win-win” approach before the payphone times out.
  • 15.
  • 16. Exercise #3 Change roles . Anne becomes the Observer. The parent becomes a driver who’s car has broken down at a garage 2 hours away from Toronto. The last person becomes the head mechanic at the garage. Background : You have to be in Toronto for an important meeting in 4 hours. The mechanic estimates it will take an hour to fix your car, but there are several local clients already expecting their cars to be fixed this morning. The mechanic wants your business, but does not want to let down any of the regular clients. Time : 3 minutes
  • 17.
  • 18. Exercise #4 Rotate the negotiator role to be the proud owner of a new sports car. Select someone to be a good friend wants to borrow the car on Saturday. Background: The Negotiator is not using the car this weekend, but is concerned the good friend is a fast driver. The friend is generous, and has done you several favours for the Negotiator, including a recent birthday gift. Time : 3 minutes
  • 19.
  • 20.
  • 21. Know Your Hot Buttons Exercise: List the last 3 times you felt someone pressed your “Hot Button”. Subject discussed Who pushed your buttons? Why did you feel manipulated? Next time I will…..
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.