neil rackham markus ochsenfeld & patrick koehler & marc pajerols
TRANSCRIPT
3 Classes of Negotiation
„Here‘s how I do it“ used by successful negotiators risky guide for would-be negotiators to follow!
Theoretical models, those are idealized, complex and seldom
Laboratory studies, those are short term and contain a degree of artificiality
Neil Rackham
Carried out studies since 1968 Using behaviour analysis methods Allowed direct observation during real
negotiations
To show how a skilled negotiator behaves
The Successful Negotiator
He should be….
rated as effective by both sides
have a track record of significant success
have low incidence of implementation failures
The Research Method
Researchers meet negotiators before negotiation
Negotiator is introduced to actual negotiation Key behaviors are recognized by researcher
during negotiation
Amount of Planing Time
No difference recognized between „skilled“ and „average“ negotiators
In conclusion it is not the amount of planning time that makes for success
Exploration of options
A random group of negotiators were studied to compare the behavior between „skilled“ and „average“ negotiatorsThe skilled negotiator is concerned with a
wider spectrum of outcomes. The average negotiator considers fewer
optionsThe average especially, does not consider
options that might be raised by other party
Common Ground
Both parties concentrate on conflict areas Yet the „skilled“ negotiators gave over 3 times
as much attention to common ground areas than average negotiators
Both focused mostly on the short term aspects
Setting Limits
Average negatiators had fixed limits Skilled negotiators set themselves upper and
lower limitsSkilled therefore more flexible
Defend / Attack Spiral
Negotiation involves conflictNegotiators tend to heated and emotional
Attack by one side result in defence by the other“defending /attacking”
Once initiated this would start a spiral of increasing intensity
Average negotiators utilized three times as much defending / attacking than skilled negotiators
Irritators
Certain words have negligible value and cause irritation.Ex: generous offer.
Negotiators avoid direct insults and unfavourable value judgements.
Conclusion:Positive value judgements for you may imply
negative judgements of the other party.
Counterproposal
One party puts a proposal and the other party immediately responds with a counterproposals.Not effectiveIntroduce aditional option, whole new issueClouds the clarity of negotiationThey are perceived as blocking or disagreeing by
the other party.Not seen as proposals
Behaviour Labeling
Questions as a percentage of all negotiators behavior.
○ How many units are there?○ Can I ask you a question?
How many units are there?
Questions provide data about other party thinking position
Give control over discussion
Acceptable alternatives to direct disagreement
Keep the other party active
Reduce thinking time
Breathing space (own thoughts)
Skilled 21.3
average 9.6