NEGOTIATION

NEGOTIATION

1. is a

   • THAT
   • SKILL
     • That
       • INVOLVING
         • ANALYSIS
         • COMMUNICATION

2. the

   • BEST PRACTICES
     • 4. BE WILLING TO WALK AWAY
       • goal is
         • Achieving a value outcome, not reaching an agreement per si.
         • walk away from a negotiation when not agreement is better than a a poor agreement
         • Compare progress in the current negotiation with the target.
     • 3. BATNA
       • It is an alternative available to a negotiator if the agreement is not reached.
         • 3 things to do.
           • Monitor
             • to understand and retain your competitive advantage over the other negotiator´s alternatives.
           • Remind
             • the other negotiator of the advantages your offer has relative to her BATNA
           • Suggest
             • the other negotiator BATNA may not be as strong as he/she thinks it is.
     • 1. BE PREPARED
       • advantages
         • Ability to analyze the other party´s efficiently and effectively
         • Understand the nuances of the concession-making process
         • Achieve their negotiation goals
       • good preparation
         • understanding one´s own goals and interests
         • being able to articulate them to the other party skillfully
         • be ready to understand the other party communication in order to find an agreement
         • setting aspirations high but achievable
       • different to
         • overplanning
     • 2. FUNDAENTAL STRUCTURE
       • fundamentally distributive negotiation
         • strategies and tactics
           • Ex. Using overly distributive tactics in an integrative negotiation
             • result
               • reaching agreements that leave integrative potential untapped
       • integrative negotiation
       • blend of the two
     • 5. KEY PARADOXEZ
       • Claiming value vs creating value
         • Parties decides who gets how much of what
         • Parties work together to expand the resources under negotiation.
         • Sticking by Your Principles vs Being Resilient to the Flow
           • Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise and accommodation are the best route to a mutually acceptable outcome.
           • Sticking with the Strategy vs Opportunistic Pursuit of New Options
             • The challenge for negotiators is to distinguish phantom opportunities from real ones;
             • Honest and Open vs Closed and Opaque
               • Deciding how much information to reveal and how much to conceal, both for pragmatic and ethical reasons.
               • Trust vs Distrust
                 • Remember that negotiation is a process that evolves over time
                 • Trust can be built by being honest and sharing information with the other side, which hopefully will lead to reciprocal trust and credible disclosure by the other side.
     • 6. REMEMBER INTANGIBLES.
       • Best way to identify
         • "See what is not there"
           • if
             • preparation and analysis reveals not tangible explanation for the negotiator behavior.
             • Adamant advocacy of a certain point, refusal to yield another one, or behavior that just doesn’t “make sense”
       • question-asking
         • gentle and informal
       • observer/listener
         • Can read other´s emotional tone or non verbal behavior
     • 7. ACTIVELY MANAGE COALITIONS
       • 3 tipes
         • Against you
         • Support you
         • loose/undefined
       • to
         • implement an agreement.
     • 8. SAVOR AND PROTECT YOUR REPUTATION
       • Possitive reputation is essential and negotiators should be vigilant in protecting their reputations.
         • thought but fair vs tough and underhanded
           • Negotiating with a tough but fair negotiator means preparing for potentially difficult negotiations while being aware that the other party will push hard for her per- spective but will also be rational and fair in her behavior
           • Negotiating with a tough but underhanded other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.
         • Consistency provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.
     • 9. RATIONALITY AND FAIRNESS ARE RELATIVE
       • Question their own perception
         • of
           • fairness and ground them in clear principles
       • Find external benchmarks and examples that suggest fair outcomes
       • Illuminate definitions of fairness and engage a dialogue
     • 10. LEARN FROM THE EXPERIENCE
       • Plan a personal reflection time after each negotiation.
         • What happened during this negotiation?
         • Why did it occur?
         • What can I learn?
       • Periodically “take a lesson” from a trainer or coach.
       • Keep a personal diary on strengths and weaknesses and develop a plan to work on weaknesses.