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Negotiations

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Notes on negotiating & interviewing techniques How to get to YES when negotiating with difficult people
Definition of Negotiation ,[object Object]
Three Criteria to fairly judge a negotiation ,[object Object],[object Object],[object Object]
Definition of a Wise Agreement ,[object Object]
Negotiation takes place at two levels ,[object Object],[object Object]
Positional Bargaining ,[object Object],[object Object]
 
Principled Negotiations or Negotiations on the Merits
Four Basic Points ,[object Object],[object Object],[object Object],[object Object]
People ,[object Object],[object Object],[object Object],[object Object]
Interests ,[object Object],[object Object]
Options ,[object Object],[object Object]
Criteria ,[object Object]
Stages of Negotiations ,[object Object],[object Object],[object Object]
Analysis 1. Diagnose the situation 6. Options already presented 2. Gather information 7. Suggested criteria 3. Organize it 4. Think about it 5. Consider the people problem a. Hostile emotions b. Unclear communications c. Your interests d. Their interests
Planning
Discussion
The Method of Principled Negotiations
Remember 4 Criteria ,[object Object],[object Object],[object Object],[object Object]
Separating the People from the Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Separating the People from the Problem People see the world from their own personal vantage point, and they frequently confuse their perception with reality. Routinely, they fail to interpret what you say in the way you intend and do not mean what you understand them to say. -Getting to YES
Separating the People from the Problem ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Separating the People from the Problem
Exercise Time
Separating the People from the Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Separating the People from the Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Separating the People from the Problem ,[object Object],[object Object],[object Object],[object Object],[object Object]
Separating the People from the Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Focus on interests not positions ,[object Object],[object Object],[object Object],[object Object]
Focus on interests not positions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Focus on interests not positions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise Time
Invent options for mutual gain ,[object Object],[object Object],[object Object],[object Object],[object Object]
Invent options for mutual gain ,[object Object],[object Object],[object Object],[object Object],[object Object]
Brainstorming ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Brainstorming ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Brainstorming Don’t forget to record the ideas that are generated
Brainstorming ,[object Object],[object Object],[object Object],[object Object]
 
Invent options for mutual gain ,[object Object],[object Object],[object Object],[object Object],[object Object]
Objective criteria ,[object Object],[object Object]
BATNA B est A lternative T o N egotiated A greement
BATNA-Best Alternative To Negotiated Agreement ,[object Object],[object Object],[object Object],[object Object]
BATNA-Best Alternative To Negotiated Agreement ,[object Object],[object Object],[object Object],[object Object]
FINI
Breaking Through Barriers to Cooperation Negotiating Your Way From Confrontation To Cooperation
Five Barriers to Cooperation ,[object Object],[object Object]
Five Barriers to Cooperation ,[object Object],[object Object]
Five Barriers to Cooperation ,[object Object],[object Object]
Five Barriers to Cooperation ,[object Object],[object Object]
Five Barriers to Cooperation ,[object Object],[object Object]
Five Barriers to Cooperation
Breakthrough Strategy ,[object Object],[object Object],[object Object],[object Object]
Five Corresponding Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object]
Prepare, Prepare, Prepare ,[object Object],[object Object],[object Object]
Map to Help Prepare ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Go To The Balcony ,[object Object],[object Object]
Go To The Balcony ,[object Object]
Go To The Balcony ,[object Object],[object Object],[object Object],[object Object]
Go To The Balcony ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How To Go To The Balcony ,[object Object],[object Object]
How To Go To The Balcony ,[object Object],[object Object],[object Object]
How To Go To The Balcony ,[object Object],[object Object]
How To Go To The Balcony ,[object Object]
Step To Their Side ,[object Object],[object Object],[object Object],[object Object]
Step To Their Side ,[object Object],[object Object],[object Object]
Exercise Time
Step To Their Side ,[object Object],[object Object],[object Object],[object Object]
Step To Their Side ,[object Object]
Step To Their Side ,[object Object],[object Object],[object Object],[object Object],[object Object]
Reframe ,[object Object]
Reframe ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reframe Tactics ,[object Object],[object Object],[object Object],[object Object]
Reframe Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reframe Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object]
Build them a Golden Bridge ,[object Object]
Golden Bridge ,[object Object],[object Object],[object Object],[object Object],[object Object]
Golden Bridge ,[object Object],[object Object],[object Object],[object Object]
Golden Bridge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Golden Bridge ,[object Object]
Golden Bridge ,[object Object],[object Object],[object Object],[object Object],[object Object]
Golden Bridge ,[object Object],[object Object],[object Object],[object Object]
Use Power to Educate ,[object Object],[object Object],[object Object]
[object Object],Use Power to Educate
Use Power to Educate ,[object Object],[object Object],[object Object],[object Object]
Exercise Time
Use Power to Educate ,[object Object],[object Object],[object Object]
Use Power to Educate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Use Power to Educate ,[object Object],[object Object],[object Object],[object Object]
Turning Adversaries into Partners ,[object Object],[object Object]
Final Exercise ,[object Object],One final hint: you’re in the desert, so everyone has camels.
Camel Solution ,[object Object]
Summary ,[object Object],[object Object]
Summary ,[object Object],[object Object]
Summary ,[object Object],[object Object]
Summary ,[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object]
Bon Voyage

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Negotiations

  • 1. Notes on negotiating & interviewing techniques How to get to YES when negotiating with difficult people
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  • 8. Principled Negotiations or Negotiations on the Merits
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  • 15. Analysis 1. Diagnose the situation 6. Options already presented 2. Gather information 7. Suggested criteria 3. Organize it 4. Think about it 5. Consider the people problem a. Hostile emotions b. Unclear communications c. Your interests d. Their interests
  • 18. The Method of Principled Negotiations
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  • 21. Separating the People from the Problem People see the world from their own personal vantage point, and they frequently confuse their perception with reality. Routinely, they fail to interpret what you say in the way you intend and do not mean what you understand them to say. -Getting to YES
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  • 37. Brainstorming Don’t forget to record the ideas that are generated
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  • 42. BATNA B est A lternative T o N egotiated A greement
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  • 45. FINI
  • 46. Breaking Through Barriers to Cooperation Negotiating Your Way From Confrontation To Cooperation
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  • 52. Five Barriers to Cooperation
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Notes de l'éditeur

  1. Collection Investigator perspective a. Very least get PPA w/o fight b. Positive image of them/court
  2. Blaming - counterproductive, other side become defensive
  3. Before making a significant statement know what you want to communicate or find out and know what purpose this information will serve.
  4. Shared interested might be: both C I and Def want to pif F&C so can get out of system quickly Making their decision easy: e.g. why we ask for household budget, answer: so we can help you pay F&C ASAP
  5. Pop Quiz: Ask them to name the 4 common obstacles 1.
  6. Have group come up with three other ways to ask each of the above questions
  7. Exercise- ask group for 6 suggestions for low-cost, high-benefit trades