Negotiation Skills.ppt

7/25/2019 Negotiation Skills.ppt

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Negotiating Skills Agenda

1. Negotiating Mixer Exercise2. Negotiating challenges for a PM3. Negotiating Skills for a PM

Pre Negotiating Planning Phase Understanding key motivators

andling Emotions Negotiating aro!nd "ixed Positions

#. Practice $in%$in Negotiations&. Exercises and 'onstr!ctive

"eed(ack). Negotiation *eso!rces+. ,!estions


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Negotiations Mixer

TASK- n yo!r teams of 3 /or #0 negotiateith yo!r artners to decide ho yo! o!lddivide this 415 among yo!.6nce yo! have agreement all 3 of yo! stand

!.7nyone not assigned to a team8

9o! have )5 seconds to negotiate. 7re yo!ready to (egin8

:o;$ho reached a in%in agreement in #&seconds8$hat made this a di


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Next time I suggest you try Win-Win Negotiating


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Negotiating 'hallenges for a PM1. =rade%o>s (eteen Scoe =ime 'osts and ,!ality

2. ?@!ild or (!yA decisions3. 'hange Management#. *eso!rce rioritiBations&. 'atch%! and 6vertime needs). 'ontract over!ns+. @!dget c!tsC. Dendor Selection. @on!ses and ay scales15.$ork Sace and eF!iment

11.*isk Management strategies12."amily and "riends13.6ther;

What do you consider to be your toughest challen


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The Pre-Negotiation Planning Phase

Gecide if S!(Hect Matter Exert involvement reF!ired

*esearch otionsIiss!es and recedenceJsUnderstand the motivators of a>ected stakeholdersKno imact of each otion /time cost F!ality scoe0*iskIoort!nity assessments

=iming iss!es /!rgency (est time to meet etc0S!mmariBe ros and cons'!lt!ral considerations /eole and Enterrise0"orm!late strategy (ased on knoledge of thestakeholdersPre%meeting info disseminationnvite aroriate emoered reresentativesSet cond!cive agenda facilities timeslot andrefreshments

Plan for timely ost negotiation action ? A


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Some Negotiating lessons aretough to take...


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Understanding Key MotiatorsThink back to the last time you were blindsided

by an unexpected motivator. What was it?Typical tangible motivators"iscal imacts /Enterrise !for their on ordeartment0

$orkloadI6vertimeItrainingIvacation imact'ontract!alI6rganiBational iss!es etc

"ess Tangible-Gesire to (e heard and have their needs

acknoledgedGesire to save faceIlook good in the eyes of others*esistance to change /fear of !nknonI!ntried0Gesire to satisfy their on or (osses hidden agenda@iases dislikes ethnic c!stoms olitical alliances

etc


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!andling "motions

Emotional ChallengesAnger#exas$eration

Insulted

%uilt

&alse 'lattery

Recommended ResponseAllo( enting) Pro*e 'or (hy

What (ouldn+t *e insulting,

&ous on issues

.e-'ous

Tips/

01on+t lose your ool 2remem*er the s(an34)

0Try to de'use (ith akno(ledgement5 em$athy5 $atiene5 im$artiality)06onsider dealing (ith less emotional issues 'irst

0Kno( your o(n !ot 7uttons

0Pratie 2onsider Toastmasters5 et4


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Negotiating around &ixed Positions

Pro(e for the belie%s and goals(ehind the Lxedosition.

Examle of a Lxed osition- will not agree to outsource' regardless o%

savings(S!rface goal- ?Not to (e (!rned the ay e ere & yearsagoAUnderlying (elief- ?$ork is controlla(le if e do it in%

ho!seAUnderlying goals- To have control' stability' minimumrisk' and not have to lay)o* anyone.

Underlying realities: Managing this work in-house is a

costly pain, and not our core skill. These people can berede lo ed on ur ent backlo .


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Practice Win-Win Negotiations1. Esta(lish raort and common goals2. Pro(e for !nderstanding of (eliefs goals in%in

otions and hidden stakeholder motivators3. Parahrase for conLrmationIa


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Negotiation .esoures+ooks?!man *eso!rces Skills for the ProHect ManagerA DiHay Dirma

&Princiles of ProHect Management(ohn * 7dams?=he Poer of NiceA *onald Shairo?Sim ith the Sharks $itho!t @eing Eaten 7liveA arveyMackay?:etting *eady to Negotiate- =he :etting to 9es $ork(ookA *oger

"isher and Ganny Ertel?Negotiating Skills for G!mmiesA Michael and Mimi Gonaldson

Web Siteshttp,,www.maxwidman.com,papers,negotiatinghttp,,www.gantthead.com,-antthead,$A/0,1usti%ypages,2'2345'62'77.html

#n%o on Toastmasters #nternationalhttp,,www.toastmasters67.org,

http,,www.toastmasters67.org,8ore #n%o and 9e):isking $ro1ects'ontact me at (ill.chadicksymatico.ca


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"xerises"orm into teams of 3 /# if necessary0.

2. Negotiations %or a scarce resource

=he erson hoOs (irthday occ!rs earliest in the year laysthe role of the Negotiating $8. Next (irthday is Susan;s8anager. =he third /and fo!rth80 ersons are sick and antsto negotiate to eeks of S!sanOs time to ork on the'omanyOs most imortant roHect immediately (eca!seS!san is the (est rogrammer and knos the tasks. Gelaysmay a>ect everyoneOs (on!s.Susan;s 8anageris concerned the loss of S!san ill meanshe ill not (e a(le to comlete tasks on another roHecttheir deartment is committed to deliver /reF!iring one eekof ork in the next 3 eeks0 (eca!se the Negotiating PM hasa re!tation of over%!tiliBing reso!rces /and adding theirsched!le contingency0. 6ther commitments ill also need

H!ggling.


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Analysis o' "xerise 8Susan;s 8anager;s Who %elt things went very well?

Why?


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"xerise 9:

:oles. PM from the revio!s exercise (ecomes Annea 1& year old girl. =he 6(server (ecomes Anne;sparent. 6thers are ect a ?in%inA aroach (efore the ayhonetimes o!t.


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Analysis o' "xerise :Anne>s@ Who %elt things went very well? Why?


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"xerise 9;/hange roles. 7nne (ecomes the 6(server. =hearent (ecomes a driverhoOs car has (roken donat a garage 2 ho!rs aay from =oronto. =he last erson(ecomes the head mechanic at the garage.

+ackground- 9o! have to (e in =oronto for animortant meeting in # ho!rs. =he mechanic estimatesit ill take an ho!r to Lx yo!r car (!t there are severallocal clients already execting their cars to (e Lxed this

morning. =he mechanic ants yo!r (!siness (!t doesnot ant to let don any of the reg!lar clients.Time- 3 min!tes


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Analysis o' "xerise ;8echanics Who %elt things went very well? Why?


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"xerise 9

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Negotiation Skills.ppt