work material - negotiation skills
TRANSCRIPT
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Negotiating SkillsNegotiating Skills
To provide you with the skills
to plan & implement successful negotiation
At the end of the course you will appreciate how to:
Establish objectives to be achieved bynegotiation.
Identify a range of outcomes from the desiredideal to the ultimate acceptable fall backposition.
Use interpersonal skills to influence others inboth informal and formal situations to achieveyour objectives.
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Negotiating Skills
Act assertively to achieve objectives Reduce resistance & minimise conflict
Know how & when to accept the opinions,
values & will of others
Work to achieve a WIN-WINsituation
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Negotiating Skills
Negotiation occurs when there is something
of value that you wish to attain
Need is the negotiators starting point
Need is also the weakness that can be exploited
Negotiation is also a process that is of benefit to
all parties
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Negotiating Skills
Ineffective Negotiation is about: Non mutual benefit
Compromising for no return
Playing games
Think of a time when aThink of a time when a
negotiation has not beennegotiation has not been
successful.successful.Can you identify what wentCan you identify what went
wrong?wrong?
When you have purchased
a house or a car
Did you negotiate terms?
Were you successful?
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Negotiating Skills
Effective Negotiation
Is an importantcommunication skill
Reaches the agreement
that best meets both sidesrequirements
Should be conducted in aprofessional manner
Be a solid foundation onwhich to build futurerelationships
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Negotiating Skills
Preparing yourselfPreparation enables you to :Preparation enables you to :
Identify your objectives
Identify targets
Know your resistance point
Adopt the most suitable style
Time the interaction correctly
Achieve a deal
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Negotiating Skills
Traditional Negotiation
Has two sides Is a form of warfare
Has opposing objectives Has a short sighted approach
Formal Negotiation
Favours the party with
the strongest power base
Limits the likelihood ofinformal talks
Emphasises the letter of
agreement
Informal Negotiation
Emphasises the
relationship between
the two partiesEncourages the spirit of
any agreement reached
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Negotiating SkillsModern Negotiation
Enables strategic alliances to be built
Emphasises partnerships
Builds relationships
Is effective long term
Outcomes From Negotiation
Need to achieve the objective set
Be of benefit to all parties
Ensuring a WIN/WIN situation
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Negotiating Skills
Identifying Possible Outcomes
Write down all your objectives
Put them in order of priority
Identify issues that are open to compromise
Identify those that are not
Classifying Priorities
Those that are desirable
Those that are acceptableThose that are the minimum you/the organisation require
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Negotiating Skills
What is influencing?
Achieving a result that meets the legitimate needs
of both sides
Achieving long lasting results
Improving the relationship of the people involved
Legitimate is the important word here.
Needs must be legitimate if influencing is to be
successful.
For influencing to be effective it has to be
sustainable.
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Negotiating Skills
The MIGHT IS RIGHT style of influencing always fails.
People can appear to agree but over time they may show theirdisagreement by leaving the workplace.
A boss who forces his influence onto his work-team may only see
short term gains.
The relationship of trust may be destroyed and will be hard to
rebuild.
What is influencing?
When it fails
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Negotiating Skills
Why is influencing important?
Flatter organisation structures need it to be effective.
Lean is mean more stress is prevalent in current
organisations.
The rise of the customer the customer is not always
right, but it is our job to make them feel right.
Working across organisations its the only positive
way forward.
The demise of traditional authority all employees havea vested interest in the future success of any
company/organisation.
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Negotiating Skills
Influencing is not about :
Forcing your point of view on others
Nagging until they agree
Giving in to someone
Bargaining
A debate
Dealing with others assertively
Speaking with knowledge and confidence
Listening to their point of view
Appreciating the differences
Showing respect
It is about
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Negotiating Skills
The Levers Of InfluencePull Skills
Creating rapport
Authentic listening
Skilful questioning
These Pull techniques also involve
the effective use of non-verbal
communication.
Creating rapportCreating rapport ::
PosturePosture
VoiceVoice Tone & VolumeTone & Volume
GestureGesture
Eye ContactEye ContactFacial expressionsFacial expressions
How we occupy our spaceHow we occupy our space
Consider carefully how you want to build the relationship
with someone who you will be negotiating with.
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Negotiating Skills
The aim is empathy a non-judgmental state
that aims to understand the other person.
Authentic Listening is :
Listen for content
Listening to the other messages
Summarising the content
Summarising the emotion
Testing your assumptions
Authentic Listening
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Negotiating SkillsBarriers to Listening
Dialogue of the deal - Both sides within a discussion, intenton making their own point, may fail to listen to each other.
Experience - The parties may have had bad experiences ofnegotiations in the past.
Familiarity - Can be a crucial disabler when negotiating.
Skim Listening - Picking up on key words and missing vitalparts of the conversation.
Attention span Are you focused or distracted?
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Negotiating Skills
Pull LeversQuestioning :
Have a questioning strategy
USE:
Hypothetical questions
Defining questions
Probing questions
The aim is to use effective questioning skills to
Help build rapport
Obtain accurate information
Obtain other peoples opinion
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Negotiating Skills
Assertiveness is
Saying what you mean
Meaning what you say
Asking for what you want clearly
Listening to what the other person is sayingBeing honest about what is relevant
Being prepared to look for a workable compromise
Being Assertive during a negotiation is the best wayto achieve a win/win outcome. Conduct your conversation
with clarity, confidence and an open mind.
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Negotiating Skills
Recognising Assertiveness
Effective body languageEffective body language how would you describe this?how would you describe this?
Use assertive languageUse assertive language what is considered assertivewhat is considered assertive
language?language?
Never become emotionalAngry
Resentful
Frustrated
Behaviour breeds behaviour
Keep the temperature low
Stay detached
Show respect
RespondingResponding
NotNot
ReactingReacting
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Negotiating SkillsPower In Negotiation
Negotiation assumes a certain equality between parties
Negotiation refers to obtaining something of value
that someone else has. The focus is upon
mutual benefit.Differing power bases can lead into fighting
behaviours.
Parties do test each others strengths and probe
into just how dependant they are on each other.
A balance of power is essential if negotiations are
to be successful.
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Negotiating SkillsInfluencing The balance Of Power
Facts Expertise Explore Strengthen Authority
Facts The skilled negotiator has all the facts ,
background history and figures. Even a hardened MD
cannot fail to be impressed.Expertise Again gained by effective preparation.
Explore Pose questions in a non threatening manner.
How do we find this solution together.
Strengthen Develop acceptance and trust . Find &
implement outcomes that are of interest to both parties.
Authority it is vital that both parties have the
authority to make the outcome happen.
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Negotiating SkillsNegotiation Strategy
Opening Exploration Create movement
Create Closure Finish
The Process
AgreeAgree
BoundariesBoundaries
DenyDeny
NeedNeed
Stress theStress the
DifferenceDifference
Agree Boundaries On which the negotiation will focus.Deny the need A deliberate strategy in which both parties play down
their need for a particular outcome.
From the outset skilled negotiators will play up the fact that they do not
believe the outcome will be successful.
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Negotiating SkillsOpening Negotiation
Set the offer at the most appropriate level
normally a long way removed from target.
Respond in a way that is deemed most appropriate,
usually rejection.
There is no such thing as a first offer that
is too good to refuse. Openings within
negotiation are like a chess match both
parties will begin with an offer that is farremoved from target.
The opening offer is very rarely a serious
commitment.
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Negotiating SkillsExploration
Identify : Needs Wants Interests
Needs Those things that you feel you cannot do without
Wants Those things that people would prefer to haveInterests The reasons that lie behind the WANTS & NEEDS
It allows the parties to explore the situation.
Needs & Wants are talked about first.
A skilful negotiator can see where the other
party expect the final outcome to be.
Exploration is important because:
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Negotiating Skills
Create Movement
Be prepared to compromise
Explore possibilities
Ask what if? questions
Be clear about the variables
Exchange
During this phase it is vital
that if you agree to aconcession you get
something back in return .
Dont give anything away too
easily people do not value
things that have been
obtained with little effort.
Restate your case Ensure that the
agreement is clear by going over again
what has been agreed.
Restate everything that you have
agreed on. Minimise the perception
of what is left to agree.
Write it down It may prompt some
questions before the deal is closed.
Prevention is better then cure.
Firming UpProposals
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Negotiating Skills
Keep moving
Dont get bogged down in detail
Focus on issues
Give recognition Give the other party a final
opportunity to clarify any issues
Create Closure
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Negotiating SkillsClosing
List of issues from both sides
Prepare a draft framework
Tackle outstanding details
Record each point as it is agreed
Agree a process to review
Agree a procedure for complaints
Know when to stop talking
The skilled negotiator will not be distracted from their task.
Always remember that the whole point of negotiation is
that two parties have something of value.
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Negotiating SkillsFailing Negotiation
Initial commitment may be based on incomplete information
Negotiation may be based on false assumption
People communicate using their mind & body through the use of emotion.
Misunderstandings can arise because of stereotyping.Tension is caused by emotions which can then lead to stress & anxiety.
Listen actively with empathy to reduce the perceived threat and try to show
acceptance and understanding.
If everyone ignores the pinch then a crunch can be just around the corner.
The relationship may suffer as a consequence.
The secret of success is to look for the pinch before it becomes a crunch.
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Negotiating SkillsApproaches to Resolve Conflict
Skilful listening to improve understandingSkilful listening to improve understanding
Assertion skillsAssertion skills
Influence by using interpersonal skillsInfluence by using interpersonal skills
Emphasise issues, break up large issuesEmphasise issues, break up large issues
Make careful note of actions decidedMake careful note of actions decided
Facilitation Helping people communicate with one another.
Conciliation or mediation Working towards resolving an issue whilst
remaining independent. Advocacy negotiating on behalf of one party.
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Negotiating SkillsOutcomes From Negotiation
In a win/lose situation one party may feel threatened by the other and react in
a defensive or aggressive way to ensure they dont get beaten into
submission.
In a lose /lose situation, both parties have lost and no-one gets what they
really want.In a win/win situation, this provides the basis for a long lasting partnership
that can be mutually rewarding.
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Negotiating SkillsStages to Successful Negotiation
Exchange information
Assess Wants, Needs, Information
Find the middle ground which is fair & reasonable to
both Firm up a mutually agreeable solution
Recognise these stages, work towards them.
Use the notes in this course to help future
Negotiations. Create a learning log a simple diary will do.Assess every negotiation you are involved in.
What went well? What could be better?
What will you do differently next time?
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Negotiating Skills
A successful Negotiator can
Build Rapport
Network effectively Work in a team
Build consensus
Be persuasive
Deal with conflict