BEST PRACTICES IN NEGOTIATION

BEST PRACTICES IN NEGOTIATION

1. BEING PREPARED

   • should
     • BE AT THE TOP OF THE PRIORITY LIST OF ANY NEGOTIATOR
       • because
         • NEGOTIARORS WHOA ARE BETTER PREPARED HAVE NUMEROUS ADVANTAGES
           • such as
             • THE ABILITY TO ANALYZE THE OTHER PARTY´S OFFERS MORE EFFECTIVELY AND EFFICIENTLY
             • TO UNDERSTAND THE NUANCES OF THE CONCESSION-MAKING PROCESS
             • TO ACHIEVE THEIR NEGOTIATION GOAL
             • TO UNDERSTAND THE OTHER PARTY´S COMMUNICATION IN ORDER TO FIND AN AGREEMENT
   • also means to
     • SET YOUR ASPIRATIONS FOR NEGOTIATION THAT ARE HIGH BUT ACHIVABLE

2. DIAGNOSE THE FUNDAMENTAL STRUCTURE OF NEGOTIATION

   • choose between
     • FUNDAMENTALLY DISTRIBUTIVE NEGOTIATION
       • or
       • Win-Lose
     • INTEGRATIVE NEGOTIATION
       • A BLEND OF BOTH
         • BE CAREFUL IN THE TRANSITION
       • Win-Win

3. IDENTIFY AND WORK THE BATNA

   • ONE OF THE MOST IMPORTANT SOURCES OF POWER
   • ALTERNATIVE
     • THIS WILL LET YOU HAVE MORE OR LESS SPACE TO MANEUVER IN YOUR NEGOTIATION
   • there are
     • 3 THINGS ABOUT THE OTHER´S BATNA
       • 1
         • MONITOR IT CAREFULLY
       • 2
         • REMIND ABOUT THE ADVANTAGE OF YOUR OFFER RELATIVE TO HER BATNA
       • 3
         • SUGGEST THAT THEIR BATNA IS NOT REALLY THAT STRONG AS THEY THINK

4. BE WILLING TO WALK AWAY

   • when
     • NO AGREEMENT IS BETTER THAN A POOR AGREEMENT
       • be
         • READY TO WALK AWAY
   • have a

5. MASTER THE KEY PARADOXES OF NEGOTIATION

   • COMMON PARADOXES
     • are
       • CLAMING VALUE VS CREATING VALUE
         • CLAIMING STAGE
           • is
             • WHERE PARTIES DECIDE WHO GETS HOW MUCH OF WHAT
         • CREATING STAGE
           • is
             • WHERE PARTIES WORK TOGETHER TO EXPAND THE RESOURCES
       • STICKING BY YOUR PRINCIPLES VS BEING RESILIENT TO THE FLOW
         • CONVEY YOUR PRINCIPAL TO THE OTHER PARTY
       • STICKING WITH THE STRATEGY VS OPORTUNISTIC PURSUIT OF NEW OPTIONS
         • choose
           • WHEN TO STICK WITH YOUR STRATEGY AND WHEN TO TAKE ADVANTAGE OF NEW OPPORTUNITIES
             • but be
               • PREPARED
                 • so
                   • YOU CAN DISTINGUISH BETWEEN REAL INFORMATION OR A "TROJAN HORSE"
       • HONEST AND OPEN VS CLOSED AND OPAC
         • it
           • VARY DEPENDING ON THE OTHER PARTY
       • TRUST VS DISTRUST
         • it

6. REMEMBER THE INTANGIBLES

   • frecuently
     • AFFECTS IN A NEGATIVE WAY
   • includes
     • WINNING, AVOIDING LOSS, LOKING TOUGH R STRONG TO OTHERS, NOT LOOKING WEAK, BEING FAIR
   • WAYS TO IDENTIFY THE INTANGIBLES
     • ASK QUESTIONS
       • about
         • WHY
     • TAKE
       • a
         • LISTENER OR OBSERVER TO THE NEGOTIATION

7. ACTIVELY MANAGE COALITIONS

   • 3 TYPES OF COALITIONS
     • AGAINST YOU
       • TRY TO WEAKEN IT
     • SUPPORT YOU
       • KEEP COMMUNICATING TO MANTAIN IT STRONG
     • LOOSE (FOR OR AGAINST YOU)

8. SAVOR AND PROTECT YOUR REPUTATION

   • KEEP A CLEAN IMAGE ABOUT YOURSELF
     • it
       • WILL HELP YOU OR NOT IN NEGOTIATIONS

9. REMEMBER THAT RATIONALITY AND FAIRNESS ARE RELATIVE

   • PERCEPTION
     • of what is
       • RIGTH OR FAIR
         • SEEN TO BENEFIT MYSELF
   • MANAGE PERCEPTIONS PROACTIVELY
     • 1. QUESTION THEIR OWN PERCEPTION OF FAIRNESS AND GROUND THEM IN CLEAR PRINCIPLES
     • 2. FIND EXTERNAL BENCHMARK S THAT SUGGEST FAIR OUTCOMES
     • 3. DIALLOGUE AND AGREE ON WHAT IS RIGHT AND FAIR IN THE PRESENTED SITUACION

10. CONTINUE TO LEARN FROM THE EXPERIENCE

    • NEGOTIATION
      • is
        • LIFELONG LEARNING
    • REVIEW YOUR NEGOTIATIONS AFTER CONCLUDED
      • LEARN
        • from
          • 3 STEP PROCESS
            • 1. PLAN A PERSONAL REFLECTION AFTER EACH NEGOTIATION
            • 2. PERIODICALLY TAKE A LESSON FROM A TRAINER OR COACH
            • 3. KEEP A PERSONAL DIARY ON STRENGTHS AND WEAKENESS
              • and
                • MAKE A PLAN TO WORK ON WEAKNESSES