prof. e. van genderen. 1. your reaction 2. their emotions 3. their position 4. their distrust 5....
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Villanova Program:Negotiation and the Gulf
Prof. E. Van Genderen
Barriers to Negotiation
1. Your reaction2. Their emotions3. Their position4. Their distrust5. Their power
Breakthrough Negotiation Strategy Sailing analogy
Indirect action – against your natural reactions
Change the game
Creativity is vital – the Camel parable
Sequence of Steps
Sequence is important
Steps 1 ‘Don’t React’ and 2 ‘Step to Their Side’ (atmosphere)
Step 3 ‘Reframe’ (uncovers issues) Step 4 ‘Build them a Golden Bridge’
(channeling) Step 5 ‘Use Power to Educate”
(Demonstrate the need for cooperation)
Preparation
Prepare, prepare, prepare Lord Caradon ‘What is it that we
want to leave the village tonight having achieved?’
‘Have we achieve what we set out to achieve?’
Strategy > prepare > assess > prepare
Preparation TIME and how it is viewed in the Gulf vs. the US
Relationships and trust
Hierarchy and where you fit into ‘the big picture’
Positions vs. interests
Interests
Negotiation is the result of conflict
Your position is what you want
Your interests are the reasons behind your position
Interests (continued)
Know your interests!
If you don’t know what is important to you, it won’t be satisfied by others
Rank-order your interests.
Try to know their interests.
Perceptions
The Power of Perception: ‘Unless you understand the other side’s
perspectives, you will never be very good at making deals or settling disputes.’
Of critical importance: ‘Put yourself in the other side’s shoes.’
Find out as much as you can about the other side’s personality, current situation, etc.
Options
Interests > options > agreements
Options bring opportunity
Generate many options
Options ‘expand the pie.’
‘First create, then evaluate.’
Use a Yardstick
Standards act as established, objective, and independent measurements
Common standards incl.: market rates, the law, fairness, ethics and morals, scientific criteria, technical standards, norms and precedence, etc.
Standards help us ‘divide the pie.’
Alternatives
Enter negotiations with alternatives
Know your BATNA
BATNA = Best Alternative To not reaching an Agreement
Your BATNA is your ‘walk away’ plan.
Identifying Your BATNA
Negotiation power and BATNA Your BATNA is your basic measuring
stick for any agreement
1. What can you do on your own to satisfy your interests?
2. What can you do directly to the other side to make them respect your interests?
3. Resort to a third party
Proposals
A good proposal needs to satisfy:
1. Your interests; better than your BATNA, and
2. Their interests better than you believe their BATNA to be; and
3. Should be based on fair standards
Proposals (continued)
An option viz a proposal (commitment)
You should have 3 proposals in mind:
1. Your best case proposal2. A less-than-perfect but proposal3. Your ‘bottom line’; which should be at
least slightly better than your BATNA4. Prepare! Rehearse! Get feedback!
Don’t React; Go to the Balcony ‘Action provokes reaction and
reaction provokes counteraction.’
Natural behavior – react without thinking
3 Common reactions
Reaction 1: Striking Back Sometimes it works – more often than not,
it serves to justify their position and tactic
Keep in mind your interests and relationships
Change to a game you know well – their game suits them – not you
Playing ‘hardball’ damages relationships
Giving In
The opposite to striking back…
Pressure
Guilt
Coercion
Unsatisfactory agreements
Giving In (continued)
It rewards the wrong side
It sets precedence, and creates impressions and reputations (weakness)
‘An appeaser is one who believes if you keep throwing steaks to a tiger, the tiger will eventually turn vegetarian.’
Breaking Off
Breaking off a relationship
Can be a costly strategy
Avoidance can be a powerful strategy – for a time.
‘One who always breaks off goes nowhere, because they are always starting over.’
The Dangers of Reacting
Iranian hostage crisis (1979-1981)
Reacting distorts our power of reason, our mental balance, and our focus
Democratic viz non-democratic nations
The other side gains power in relation to its ability to make you react.
Go to the Balcony
You have unilateral power…
When you are under pressure or attack – get objectivity.
Detach mentally
Keep your eye on your objective
Call Their Tactic
There are 3 categories of tactics:
1. Stone Walls
2. Attacks
3. Tricks
Neutralize the Tactic
Call the Tactic
‘Good Cop, Bad Cop’
Lies are the most difficult
Look for mismatch, look for inconsistencies
Know Your Hot Buttons
Their power comes from their ability to make you react.
Be in touch with your body
Criticism Guilt Confrontation Fear
Buy Time
Pause
Take a Break
Thomas Jefferson ‘When angry…”
Dealing with rage: Imagine the person is simply having a tantrum
Don’t accept ownership
Buy Time (continued) Say nothing
Rewind the tape
Take a time-out
Don’t make important decisions on the spot
Get what you want (don’t get mad or even).
Partners; Step to Their Side Reasoning with unreceptive
individuals
Disarm the other side
Going to the balcony viz Stepping to their side
Mental balance
Surprise!
Do the opposite of what they expect.
Stonewalling > pressure
Attacking > resisting or counterattacking
1. Listening2. Acknowledging3. Agreeing
Listen ‘Actively’
Patience and self-discipline
It offers a ‘window’ into their mind
Angry people want to voice their frustrations.
‘Spouting off’ > more balance > openness to problem-solving
Paraphrasing and Corrections The other side wants to be listened
to and heard.
Sum up what you understand the other side has said.
Satisfaction for the other side
Acknowledge Acknowledge their point(s).
Listen > acknowledge
Acknowledging is not necessarily agreeing!
Acknowledge the validity of their perspective > neutralize the emotional charge.
Former US Defense Secretary McNamara
Acknowledge (cont.)
Acknowledge their feelings.
Don’t ignore emotions:
Stonewalling > fear
Attacking > anger, frustration, resentment, distrust
* Be sincere.
Apologize
*Apologies are acknowledgements.
Example: Columbia law professor
The power of apology:
‘I am really sorry for this mess.’
‘I apologize if my decision effected you unfavorably.’
Agree – Don’t Concede
Listen > acknowledge > agree
Agree whenever possible.
Find common ground.
Example: the US Senator
Humor
Humor breaks ice.
Example: Charity worker
• Think of a ‘yes’ as being a point or a vote in your favor.
• Use ‘yeses’ and collect ‘yeses’.
Direct Acknowledgement
Example: Anwar Sadat, Arab-Israeli relations (1977)
Cognitive dissonance
Acknowledging them does not mean supporting their behavior!
Authority and competence
More Tactics
Ego stroking
Relationship building
Express your views – don’t provoke.
Change your mindset; either/or > both/and.
Don’t say ‘but’…(irritators) ‘I’ statements viz ‘you’ statements.
Climate Control
Acknowledgement defuses hostility, anger, resentment, distrust, etc.
Listen > acknowledge > agree1. Their point2. Their emotions3. Them as people
*Step to their side
Reframe
Change the game from positions to interests.
Ask ‘why?’
Why do you want that?
Example: Gromyko and Biden (1979)
Problem-solving Questions Tell them about the problem.
Let the problem ‘teach them’.
Problem-solving questions:
1. Focuses attention on both sides’ interests;
2. The options for satisfying them; and3. The standards of fairness
Ask ‘Why?’
Why is it that you want…?
What is the problem?
Help me to see why this is so important.
You seem to feel pretty strongly about this…
Ask ‘Why not?’
Why not do it this way?
What would be wrong with the following approach?’
Correct me if I am wrong but…
Perhaps you view the situation like this…
Ask ‘What if…?’
What ifs lead to options.
Options lead to proposals.
Proposals lead to agreements.
Example: Project fixed budget
Ask for advice
Turn the negotiation into a brainstorming session i.e., Gramyko and Biden
What would you suggest that I do?
What would you do if you were I?
*Through partnering, they take part ownership
Reframe Tactics
Getting around ‘stone walls’:
1. Ignore
2. Reinterpret
3. Test
Reframe Tactics (continued) Deflecting attacks:1. Ignore the attack
2. Reframe attack from you to problem.
3. Reframe a personal attack as friendly i.e., Warlord and General
4. Reframe from past wrong to future remedy.
Joint Problem-solving
Change your language.
Instead of ‘you’ and ‘I’…’we’
The ‘Turning Point’ comes when you change the game. Positional Bargaining > Joint Problem-solving (Interests).
*Reframing = redirecting what the other side says against the problem.
Reaching Agreement
Build them a ‘Golden Bridge’.
Main obstacles to agreement:
1. Not their idea2. Unmet interest(s)3. Fear of losing face4. Too much too fast
Build them a ‘Golden Bridge’ Don’t push them toward agreement.
Reframe a path from their position to a mutual solution.
Example: S. Spielberg
Mediate your own agreement; start from where they are (not where you are).
Tactics
Involve the other side; ask for their ideas.
Ask for their constructive criticism.
Satisfy unmet interests; example: Campbell’s soup and restaurant chain.
Don’t assume a ‘fixed pie’; look for low-cost high-value trades.
Help them save face
Kennedy and Khrushchev
Help write their ‘victory speech’.
Go slow – to go fast.
Build them a ‘Golden Bridge’ from their position to a mutual agreement.
Use Power to Educate
Use power to make it easier for them to say yes. Whilst at the same time, making it difficult for them to say no.
No agreement at this point is usually because they believe their BATNA is superior to your Golden Bridge.
Let them know the consequences What do you think will happen if we
don’t agree?
What do you think I will do?
What will you do?
Consequences (continued) Demonstrate your BATNA. Example: Strikes in Japan
The power of a third party
Remind the other side of the Golden Bridge; give them a way out > back off > let them choose.
The 5 steps to Breakthrough Negotiating
1. Don’t React
2. Step to Their Side
3. Reframe
4. Build Them a ‘Golden Bridge’.
5. Use Power to Educate (not escalate)
Group Activity
What is Saddam’s position?What is the Kuwaiti position?What are Saddam’s interests?What are the Kuwaiti interests?What is Saddam’s BATNA?What is the Kuwaiti’s BATNA?How realistic is Saddam’s perspective of
the situation?What do you think about Saddam’s
decision not to accept the concessions?
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