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Slide 1
Debate In Negotiation
The Four Phases of negotiation Phase One: how to prepare Phase Two: how to debate Phase Three: how to propose Phase Four: how to bargain
Slide 2
Debate In Negotiation
Debate is the act of two way communication and shapes the tone of the negotiationProposing takes 10 % of the time, bargaining
less than 5 % and debate takes up the rest; more than 80 %
Kennedy ”If we can organise and discipline our debate behaviour we have a very good chance of quite dramatically improving our negotiation effectiveness”
Slide 3
Rackham and Carlisle
R & C conducted an interesting study where they sought to describe how “effective” and “average” negotiators behave.
What is an effective negotiator?Rated as effective by both sidesTrack record of significant successLow incidence of implementation failures
Slide 4
Rackham and Carlisle
Skilled negotiators show marked differences in their use of specified behaviour categories compared with average negotiators
Confirmed what “everyone” knew statistically
In negotiation training people are introduced to effective and ineffective categories of behaviour, and these are further developed through simulation and role-playing
Variances in behaviours
Slide 5
Variances in behaviours
Slide 6
Slide 7
Types of debate
The message is that debate can be either constructive or destructive
Constructive debate moves us towards an acceptable solution, destructive debate moves us away from desirable outcomes
What are the destructive behaviours?
Slide 8
Destructive behaviours
Slide 9
Interruption
It is appropriate to interrupt somebody who is clearly factually incorrect in their statements
True or false?
Slide 10
Other irritators
BlockingBlocking denies the opportunity to give
more informationDon't block – hear them out
Point scoring Attacking/Blaming Threats
Slide 11
Constructive behaviours
How do we deal with someone who is behaving destructively?
The alternative to destructive argument is constructive debate
There is no alternative to a constructive approach whatever the behaviour of the other negotiator
Slide 12
Constructive behaviours
Open or closed?
Do you have a safety policy?
Will it pass inspection?
How did you calculate those figures?
Is that important to you?
What aspects of my proposal are acceptable to you?
Slide 13
Open or closed?
Is that agreed?
Have you changed your mind?
How do you expect me to accept that proposal?
Can you do better than that?
How can you improve on your offer?
Slide 14
Slide 15
Assurances
“Gentlemen, I am in the solution, not the retribution business”
How to deal with an angry hotel guest
“Before you say anything, I have three things to say to you: first, I unreservedly apologise for the distress we have caused you; second, I am going to listen to what you have to say, and third, I am going to put right whatever is wrong”
Slide 16
Moving forward
Slide 17
Spot the difference?
Slide 18
Signalling?
It would be extremely difficult to meet that delivery date
We do not normally extend our credit facilities It is highly unlikely that my boss will agree to a free
upgrade Under these circumstances we cannot agree to
compensation As things stand our prices must remain as listed I can't give you a better discount on your current
volume
Slide 19
Proposing
Slide 20
Proposing
Slide 21
Proposing
Signalling is the bridge from debate to proposal
Topic of chapter 9 – how to make an effective proposal
Slide 22
Proposing – look at these:
I wishI hopeI would likeIt would be niceWould this suit
you?
I need
I require
We prefer
We want
It is necessary that
Slide 23
Proposing
“It is the ability to shift from loose informal proposal language to tight formal and assertive proposal language that improves your performance”
A proposal is a tentative suggestion“We could make it four visits a week”“We could look at the number of visits”
Slide 24
Look at this proposal
Effective proposals consist of two parts: the condition and the offer
Ineffective proposals only consist of offers The condition may be vague or specific, but the
offer must always be vague
Slide 25
Proposing
Kennedy writes “The most common mistake negotiators make when presenting a proposal is to drown it in irrelevant verbiage by confusing the proposal and debate phases. In short, they propose and explain their proposals at the same time
Slide 26
Proposing
Make a proposal, then shut up.
Slide 27
Effective proposals
To make an effective proposal, follow these main “rules” should be practised
1. It should be conditional
2. It should be presented unadorned, without explanation
3. On completing the proposal you should go silent
4. It should be presented with condition first, then followed by the offer
Slide 28
What is wrong here?
Slide 29
How to receive a proposal
What if we give?
Activity 1: How did Greg develop his demands?
Activity 2: How did Simon respond?
Activity 3: Did Simon's proposal styles improve? Give an example.
Slide 30
If - then
Activity 1: What was the most significant aspect of Celia's and Greg's bargaining language?
Activity 2: How did Celia tackle Greg's proposals?
Activity 3: How did Greg respond to Celia's requirement to bring his charges within her budget?
Activity 4: What characterised the negotiating exchange before they reached agreement?
Activity 5: Why did Greg want to put the agreement in writing?
Slide 31