Public Speaking, Negotiation, Public Speaking, Negotiation, Etiquette Etiquette

Tatevik KhachatryanAUNAHead of Youth

Division

Public SpeakingPublic Speaking

What is public speaking?

Why do we need it?

What are the goals?

How to talk?

Examples of good orators

Analysis of the speech

5 W Questions

Who? What? When? Where? Why? Who? What? When? Where? Why? How? How?

Tips for a good speechTips for a good speechGet well-prepared, be familiar with the topic

Preparation, preparation and preparation

Imagine yourself speaking

Do not apologize when making mistakes

Avoid slang and informal language

Diplomatic alphabet

Practice a lot…

Body language, gestures,

Pay attention to words,

Formulate the questions properly,

Speak CONCISELY,

Ensure the dialogue,

Confidence, excitement, commitment

Eye contact

Humor (limited)

Speak, DO NOT readSpeak, DO NOT read

Listening as a part of speaking

Let the butterflies fly….Let the butterflies fly….

Share your practice of Share your practice of overcoming your fearsovercoming your fears

Overcoming the fearsBe focused

Practice a lot and listen to the others

practicing

Be well-prepared

Take only the positive ideas to the stage

Your fears are not visible to the audience

Humor helps

Prior to the speech

NegotiationNegotiation

7 Element PrincipleInterests, not positions

Options (the more, the better)BATNA

LegitimacyCommitments for the future

CommunicationRelationship

Negotiation ModesCompetingAccommodatingAvoidingCollaboratingCompromising

Principled Negotiator

“Negotiation is the communication designed to reach agreement when you and the other side have some interests that are shared and others that are opposed.”

Hard vs Soft vs Principled Negotiation

Distributive (pie fixed, win-lose) vs. Integrative Negotiation

Don’t Bargain Over PositionsDon’t Bargain Over PositionsProblem of haggling (Customer vs. Shopkeeper)Unwise

Digging deeper into positions – impossible to changeInterest of saving faceGround for compromise

InefficientExtreme opening positions, small concessions – drags

onEndangers relationship

Contest of rigid willBeing nice not the answer

Soft-soft – sloppy agreement (O’Henry)Soft-hard – you lose your shirt

The AlternativeThe AlternativeNegotiation: on substance vs on process (a

game about a game)Your moves decide the flow of the game

Four points:People: Separate the people from the problem.Interests: Focus on interests, not positions.Options: Generate a variety of possibilities

before deciding what to do.Criteria: Insist that the result be based on

some objective standard.

Focus on Interests, not PositionsFocus on Interests, not PositionsReconcile interests, not positions (collaboration vs

compromise)Interests define positions

Several positions can satisfy the same interestAgreements often possible because of difference in

interestsAsk why and why not – be clear that you’re not asking for

justificationsNegotiators have multiple interests

Substance and relationshipAffecting and effectingConstituencies

Show you appreciate their interests, present your interests, build common ground – present problem before conclusion

Be hard on the people, soft of on the problem

Invent Options for Mutual GainInvent Options for Mutual GainOrange; Arm WrestlingDiagnosis:

Premature judgment; Searching for the single answer; Assumption of fixed pie; Thinking that “Solving their problem is their problem”

Prescription:Separate inventing from deciding; Broaden your

options; Look for mutual gain; Make their decision easy

Dealing With People ProblemsDealing With People ProblemsPerception

Conflict lies in people’s headsSelf-selective perceptions – reinforcing what you thinkPut yourself in their shoes – discuss perspectives openlyGet them involved: process is productConsider face-saving

EmotionUnderstand their emotions, make yours explicitAllow the other side to let off steam

CommunicationShow you understand, then be understoodDon’t persuade third parties; two judges over case (not

adversarial); two shipwrecked sailors

Insist on Using Objective CriteriaInsist on Using Objective CriteriaDeciding on the basis of will is costly

Objective criteria, independent of each side’s willCriteria should apply reciprocally

Developing objective criteriaFair standardsFair procedures

Joint searchReason and be open to reasonNever yield to pressure, only principle

BATNABATNABottom line vs. BATNA

Too rigid; More than one variable; Too highBATNA is an alternative course of actionThe reason you negotiate to produce

something better than the results you can obtain without negotiating.

Have a trip wireThe better your BATNA, the greater your

powerPot seller vs. wealth tourist

Developing Your BATNADeveloping Your BATNAThree steps:

List of actions if no agreementImproving promising ones, converting into

alternativesSelecting best option

Disclosing your BATNAConsider their BATNA

Lower overestimationsChange their BATNA

Dirty Tactics: Deliberate DeceptionDirty Tactics: Deliberate DeceptionRecognize tactic; voice it; question legitimacyDeliberate Deception

Phony factsAmbiguous authorityDubious intentions

Refusal to negotiateExtreme demandsEscalating demandsLock-in tacticsHardheaded partnerA calculated delayTake it or leave it

Negotiation JujitsuNegotiation JujitsuDon’t attack position; look behind it

What are the interests?What principles underlie it?

Don’t defend your ideas; invite criticism and adviceExamine negative judgmentsTurn situation around

Recast an attack on you as an attack on the problem

Ask questions and pauseStatements generate resistance, whereas

questions generate answers.Use silence

Practice…Practice…

Thank You

Tatevik KhachatryanAUNA

Head of Youth Division