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Negotiation Skills
Information Technology Institute
Soft Skills Unit
Ministry of Communications and Information Technology
Information Technology Institute
Table of Contents
What is negotiation? Why negotiate ? Negotiation Process How to achieve an effective negotiation Setting your Negotiation Strategy Haggling Bargaining Distributive Vs Integrative Negotiation Issues in Negotiation
What is Negotiation ?
The process of conferring to arrive at an agreement between different parties, each with their own interests and preferences.
The process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
Why Negotiate ?
To reach an agreement
To beat the opposition
To compromise
To settle an argument
To make a point
The Negotiation Process
The negotiation process The most crucial variable in determining the
outcome of negotiations.
The five stages in the negotiation process are:1. Planning and preparing2. Relationship building between negotiating parties3. Information exchange4. Persuasion attempts5. Concessions/ Agreement
The Negotiation Process—cont’d
Planning and preparation
Advance planning and analysis
Background research Gathering of relevant
information Don’t ASSUME
Planning of strategies and tactics
Setting objectives Predetermining possible
concessionsStage 1
Planning and PreparationStage 1
Planning and Preparation
The Negotiation Process cont’d
Relationship building between negotiation parties Developing trust Developing personal
rapport Establishing long-
term association Stage 2Relationship Building
Stage 2Relationship Building
Stage 1Planning and Preparation
Stage 1Planning and Preparation
The Negotiation Process cont’d
Information exchange
Learning about the needs and demands of the other set of negotiators
Acquiring and exchanging other information
Stage 2Relationship Building
Stage 2Relationship Building
Stage 1Planning and Preparation
Stage 1Planning and Preparation
Stage 3Information exchange
Stage 3Information exchange
The Negotiation Process cont’d
Persuasion attempts
Mixture of approaches Assertive and
straightforward Warnings or
threats Calculated delays
Stage 2Relationship Building
Stage 2Relationship Building
Stage 1Planning and Preparation
Stage 1Planning and Preparation
Stage 3Information exchange
Stage 3Information exchange
Stage 4Persuasion Attempts
Stage 4Persuasion Attempts
The Negotiation Process cont’d
Concessions/ Agreement
Permit each party to win something of value
Some use normative appeals such as “it’s your obligation”
Stage 2Relationship Building
Stage 2Relationship Building
Stage 1Planning and Preparation
Stage 1Planning and Preparation
Stage 3Information exchange
Stage 3Information exchange
Stage 4Persuasion Attempts
Stage 4Persuasion Attempts
Stage 5Concessions/Agreement
Stage 5Concessions/Agreement
How to Achieve an Effective Negotiation
• Positions• People Involved• Maintaining/ Increasing Competition (Win/Lose Focus)
• Interests• Problem/Issue• Decreasing/Leasing Competition(Collaborative Focus)
Setting your Negotiation Strategy Decide on your ‘Walk-Away Point’
Select your deal-making strategy
Auction
Sticker Price
Sticker price plus or minus a bit
Haggling
Bargaining
Haggling Haggling involves arguing about a well-
defined object.
In haggling you don’t have to worry about a long-term relationship.
Haggling—(Cont’d)
Rules of Haggling
Rule 1: Set yourself a really challenging objective
Rule 2: Make what you want a KISS
Rule 3: Haggling is a Game
Rule 4: You don’t have to be reasonable
Haggling—(Cont’d)
Rules of Haggling
Rule 5: Bluffing is part of the game, just don’t get caught
Rule 6: A bit of overreacting never hurts
Rule 7: Use every bit of leverage you have
Rule 8: Never Reveal your budget
Haggling—(Cont’d)
Rules of Haggling
Rule 9: Make Smaller & Smaller concessions
Rule 10: Silence is a great Tactic
Rule 11: Work on maintaining an on-going auction
Rule 12: Timing is crucial
Haggling—(Cont’d)Rules of Haggling
Rule 13: You can always renegotiate after you close the deal
Rule 14: Don’t get emotionally attached to the object of haggling
Rule 15: Never get angry
Rule 16: Be ready to ‘flash the cash’
Rule 17: Nibbling is OK
Bargaining Bargaining ensures a long-relationship with
your opponent.
In Bargaining, Never give something for Nothing
Think Win/Win: Enlarge the pie for all to have a share
Ensure that everything that has been agreed on is recorded
Bargaining—cont’d
Perceptions are the only reality
Offer your Opponents alternatives
Plan your cues & listen carefully for cues from your opponents
Use Rational arguments that support your cause
Be flexible
Bargaining—cont’d
Bargaining Tactics
Reciprocity
Silence
Good Cop/ Bad Cop
Third Party Mandate
Bargaining—cont’d
Bargaining Tactics
Bluffing
Ultimata, threats & Walk-outs
Time-out
Use breaks & informal Sessions
Bargaining—cont’d
Handling Deadlocks
Throw out lots of options Ask a lot of (open) questions Issue an Ultimatum (BAFO)
“This is my Best & Final Offer, Take it or Leave it”
Invite your Opponent to give their BAFO Capitulate Walk Away Agree to Sleep on it
Bargaining—cont’d
Bargaining Strategies
Distributive Bargaining
Integrative Bargaining
Bargaining—cont’dDistributive Bargaining
Operates under zero-sum condition.
Negotiates over who gets what share of fixed pie.
Settlement range
Party A’s target point
Party B’s resistancepoint
Party A’s resistancepoint
Party B’s target point
Party A’s aspiration range Party B’s aspiration range
Bargaining—cont’dIntegrative Bargaining
Operates under the assumption that there exists one or more settlements that can create a win-win solution.
To achieve more integrative outcomes Bargain in teams will reach more integrative
agreements than bargain individually. Put more issues on the table Compromise may be your worst enemy in
negotiating a win-win agreement.
Distributive Versus Integrative Bargaining
Bargaining Characteristic
Distributive Bargaining
Integrative Bargaining
Information sharing
Low (sharing information will only allow other party to take advantage)
High (sharing information will allow each party to find ways to satisfy interests of each party)
Duration Short term Long term
Distributive Versus Integrative Bargaining Cont’d
Bargaining Characteristic
Distributive Bargaining
Integrative Bargaining
Goal Get as much of the pie
Expand the pie so that both parties are satisfied
Motivation Win-Lose Win-Win
Focus Positions “I can’t go beyond this point on this issue.”
Interests “ Can you explain why this issue is so important to you?”
interests Opposed Congruent
Issues in Negotiation
The role of mood and personality traits in negotiation
Gender differences in negotiations
Cultural differences in negotiations
Third-party negotiations
Issues in NegotiationMood and Personality Traits in Negotiation
Moods matter in negotiation
Can you predict an opponent’s negotiating tactics if you know something about her/his personality?
A big ego can also affect negotiations.
Issues in Negotiation Gender Differences in Negotiations
Do men and women negotiate differently? And does gender affect negotiation outcomes?
Managerial women are usually less satisfied with their negotiation performance, no matter how good their outcome can be.
Issues in Negotiation Culture Differences in Negotiations
Negotiating styles clearly vary across national cultures. French like conflict Chinese and Japanese negotiate to develop a relationship. Americans are known for their impatience and their desire
to be liked.
The culture context of the negotiation significantly influences Preparation for bargaining The relative emphasis on task versus interpersonal
relationship The tactics used Possible Venues for negotiation.
Issues in Negotiation Third-party Negotiations
Occasionally individual or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations.
There are four basic third-party roles: Mediator Arbitrator Conciliator Consultant
Issues in NegotiationThird-party Negotiations -- A Mediator
A mediator is a neutral third party who facilitates a negotiated solution by using Reasoning Persuasion Suggestions for alternatives
Mediators are widely used in labor-management negotiations.
The settlement rate is approximately 60% with the negotiator satisfaction at about 75%.
Mediator is most effective under moderate levels of conflict.
Issues in NegotiationThird-party Negotiations-- An Arbitrator
An Arbitrator is a third party with the authority to dictate an agreement. Arbitration can be voluntary or compulsory.
The authority of the arbitrator varies according to the rules set by the negotiators.
The big plus of arbitration over mediation is that it always results in a settlement.
Issues in Negotiation Third-party Negotiations--A Conciliator
A conciliator is a trusted third party who provides an informal communication link between the negotiator and the opponent.
Conciliation is used extensively in international, labor, family, and community disputes.
In practice, conciliators typically act as more than mere communication conduits. They engage in fact-finding interpreting messages, and persuading disputants to develop agreements.
Issues in Negotiation Third-party Negotiations--A Consultant
A consultant is a skilled and impartial third party who attempts to facilitate problem solving through communication and analysis, aided by a knowledge of a conflict management.
The consultant’s role is not to settle the issues, but, rather, to improve relations between conflicting parties so that they can reach a settlement themselves.
This approach has a longer-term focus to build new and positive perceptions and attitudes between the conflicting parties.
Negotiation—Non-Verbal Cues
The Folded Hands show Defensiveness & opposition
She is now open to your ideas
Know when to make your Offer
Negotiation—Non-Verbal Cues
Hand-to-face gesture
Legs tightly crossed
Arm Crossing the body
I don’t like what you’re saying!
I disagree!I’m holding back Negative Feelings!
Direct Eye-Contact
Hand on Chin
Making a Decision!
Negotiation—Non-Verbal Cues
Hands Clenched in raised position
Hands Clenched in Center Position
Hands Clenched in Lower Position
Frustration Gesture during negotiation
Negotiation—Non-Verbal Cues Cont’d
The mouth Cover
The nose touch
The eye Rub The ear grab
Lying Cues
Negotiation—Non-Verbal Cues Cont’d
The Neck Scratch
The collar PullFinger in the mouth
Lying Cues--cont’d
Conflict
An application on Negotiation
Table of Content
What is conflict ? The conflict process Conflict-Management techniques
What is Conflict ?
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
The Conflict Process
Stage I: Potential opposition or incompatibility The presence of conditions that creates
opportunities for conflict to arise. These conditions need not lead directly to conflict
but one of these conditions is necessary if conflict is to surface.
Stage I
Antecedent Conditions• Communication• Structure• Personal Variables
The Conflict Process cont’d
Stage II: Cognition and Personalization It is important because it’s where conflict issues
tend to be defined. Emotions play a major role in shaping perceptions.
Stage I Stage II
Antecedent Conditions• Communication• Structure• Personal Variables
Perceived ConflictPerceived Conflict
Felt Conflict
Felt Conflict
The Conflict Process cont’d
Stage III: Intentions Intentions are decisions to act in a given way.
Competing
Avoiding
Compromising
Collaborating
Accommodating
Cooperative
Assert
iven
ess
Ass
ert
ive
Unass
ert
ive
UncooperativeCooperativeness
Dimensions of Conflict-Handling Intentions
The Conflict Process cont’d
The five conflict-handling intentions can be identified: Competing (assertive and uncooperative) Collaborating ( assertive and cooperative) Avoiding ( unassertive and uncooperative) Accommodating ( unassertive and cooperative) Compromising ( midrange on both assertiveness and
cooperativeness)
Conflict-handling intensions•Competing•Collaborating•Compromising•Avoiding•Accommodating
Stage I Stage II Stage II
Antecedent Conditions• Communication• Structure• Personal Variables
Perceived ConflictPerceived Conflict
Felt Conflict
Felt Conflict
The Conflict Process cont’d
Stage IV: Behavior It is where conflicts become visible. It includes the statements, actions, and reactions
made by the conflicting parties.
Conflict-handling intensions•Competing•Collaborating•Compromising•Avoiding•Accommodating
Stage I Stage II Stage II
Antecedent Conditions• Communication• Structure• Personal Variables
Perceived ConflictPerceived Conflict
Felt Conflict
Felt Conflict
Overt Conflict•Party’s behavior•Other’s reaction
Stage IV
The Conflict Process cont’d
Stage V: Outcomes The action-reaction interplay between the
conflicting parties results in consequences. Outcomes may be functional or dysfunctional
Conflict-handling intensions•Competing•Collaborating•Compromising•Avoiding•Accommodating
Stage I Stage II Stage II
Antecedent Conditions• Communication• Structure• Personal Variables
Perceived ConflictPerceived Conflict
Felt Conflict
Felt Conflict
Overt Conflict•Party’s behavior•Other’s reaction
Stage IVIncreased
group performanc
e
Decreased group
Performance
Conflict-Management Techniques
Problem solving Superordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human
variable Altering the structure
variables
Conflict-management is the use of resolution and stimulation techniques to achieve the desired level of conflict.Conflict-Resolution Techniques Conflict-Stimulation
Techniques Communication Restructuring the
organization Appointing a devil’s
advocate
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Problem Solving is face to face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion.
Superordinate goals is creating a shared goal that can not be attained without the cooperation of each of the conflicting parties.
Expansion of resources is when a conflict is caused by the scarcity of a resource, expansion of the resource can create a win-win solution
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Problem Solving is face to face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion.
Superordinate goals is creating a shared goal that can not be attained without the cooperation of each of the conflicting parties.
Expansion of resources is when a conflict is caused by the scarcity of a resource, expansion of the resource can create a win-win solution
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Problem Solving is face to face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion.
Superordinate goals is creating a shared goal that can not be attained without the cooperation of each of the conflicting parties.
Expansion of resources is when a conflict is caused by the scarcity of a resource, expansion of the resource can create a win-win solution
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Avoidance is the withdrawal from, or suppression of the conflict.
Smoothing is playing down differences while emphasizing common interests between the conflicting parties.
Compromise is when each party to the conflict gives up something of value.
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Avoidance is the withdrawal from, or suppression of the conflict.
Smoothing is playing down differences while emphasizing common interests between the conflicting parties.
Compromise is when each party to the conflict gives up something of value.
Conflict-Management Techniques – Cont’d Conflict-Resolution Techniques
Avoidance is the withdrawal from, or suppression of the conflict.
Smoothing is playing down differences while emphasizing common interests between the conflicting parties.
Compromise is when each party to the conflict gives up something of value.
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Authoritative Command is when management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved.
Altering the human variables is using behavioral change techniques such as human relation training to alter attitudes and behaviors that cause conflict.
Altering the structure variables is changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions,…etc.
Conflict-Management Techniques – Cont’d
Conflict-Resolution Techniques
Authoritative Command is when management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved.
Altering the human variables is using behavioral change techniques such as human relation training to alter attitudes and behaviors that cause conflict.
Altering the structure variables is changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions,…etc.
Conflict-Management Techniques – Cont’d Conflict-Resolution Techniques
Authoritative Command is when management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved.
Altering the human variables is using behavioral change techniques such as human relation training to alter attitudes and behaviors that cause conflict.
Altering the structure variables is changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions,…etc.
Conflict-Management Techniques – Cont’d
Conflict-Stimulation Techniques
Communication using ambiguous or threatening messages to increase conflict levels.
Brining in outsiders by adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Restructuring the organization by realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
Appointing a devil’s advocate by designing a critic to purposely argue against the majority positions held by the group.
Conflict-Management Techniques – Cont’d
Conflict-Stimulation Techniques
Communication using ambiguous or threatening messages to increase conflict levels.
Brining in outsiders by adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Restructuring the organization by realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
Appointing a devil’s advocate by designing a critic to purposely argue against the majority positions held by the group.
Conflict-Management Techniques – Cont’d
Conflict-Stimulation Techniques
Communication using ambiguous or threatening messages to increase conflict levels.
Brining in outsiders by adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Restructuring the organization by realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
Appointing a devil’s advocate by designing a critic to purposely argue against the majority positions held by the group.
Conflict-Management Techniques – Cont’d Conflict-Stimulation Techniques
Communication using ambiguous or threatening messages to increase conflict levels.
Brining in outsiders by adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Restructuring the organization by realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
Appointing a devil’s advocate by designing a critic to purposely argue against the majority positions held by the group.
Thanks
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