Negotiation Skills

Attaullah
Haider shah
Taimur khan
Sumaira azam
S.Muazzam ali shah
 Overview of Seminar Content
 Defining Negotiation Skills
 Promoting Creative Responses
 Negotiation Questionnaire (How much do
you know?)
 Mapping Conflicts and Developing Options
 Negotiation versus Mediation
 Broadening Perspectives
 Creative Responses
 There are two people in a kitchen. There
is only one orange left and both of them
want it. What would you expect as the
solution?

 Compromise is one option. They might cut

it in half and each gets half.
 Creative Responses
 Let’s assume that’s what they do. One
person now goes to the juicer and starts
squeezing a rather too small glass of
orange juice.

 The other, with some difficulty, begins to

grate the rind of the orange to flavor a
cake.
 A win/win approach involves:
 Going back to underlying needs
 Recognizing individual differences
 Adapting positions in light of shared
information and attitudes
 Attacking the problem, not the people
 Creative Responses
 Problems or Challenges?
 Perfection versus Discovery?
 The perfection hat says: “Is this good
enough? (Usually not!) “Does this meet
my impeccably high standards?
 The discovery hat says: “How fascinating!
What are the possibilities here?”
 Negotiation Defined:
 Take a few minutes of discussion/dialogue
to arrive at a common understanding of
the term “negotiation”
 “Negotiation involves two or more parties
with competing or conflicting interests or
needs, working towards an agreement on
how they will cooperate.”
 Negotiation Questionnaire
 Answer True or False to the following
 1. Negotiating is concerned with winning
more points than the other side.
 2. If the other party is a hard, aggressive
negotiator, then we must use the same
tactics in self-defense.
 3. If our organization is large, we should
be prepared to use our power to influence
the outcome.
 Negotiation Questionnaire (2)
 4. Negotiation is about concluding a contract.
 5. It is a sign of weakness to be slow and
cautious in reaching agreement.
 6. People who are demanding and
uncompromising make the best negotiators.
 7. There is nothing wrong with giving misleading
information if it is going to help you get what
you want from negotiations.
 Negotiations Questionnaire (3)
 8. It is dangerous to allow the other party
to know what you really want in a
negotiation.
 9. We have failed in a negotiation if we do
not get exactly what we want.
 10. There can only be one winner in any
negotiation.
What does the questionnaire mean
to you in your role?
 There are many styles of negotiation; one is the
hard or aggressive approach that states: “more
for you means less for me.”
 If you answered true for six or more of the
statements, your adopted style is probably the
“hard bargainer.”
 The openly aggressive negotiator reveals tough
behavior & doesn’t hide intentions.
 Others are quietly aggressive and secure their
objective surreptitiously.
 12 Conflict Resolution Skills
 1. Think Win/Win
 2. Creative responses that transform
problems into creative opportunities
 3. Build empathy by using active listening
to clarify understanding
 4. Apply assertiveness strategies to attack
the problem and not the person
 5. Eliminate “power over” to build “power
with” others
 12 Conflict Resolution Skills
 6. Manage emotions by expressing fear,
anger, hurt, and frustration wisely to
effect change
 7. Name personal issues that cloud the
picture
 8. Map the conflict by defining issues of
common needs and concerns
 9. Design creative solutions together
 12 Conflict Resolution Skills
 10. Plan and apply effective negotiation
strategies to reach agreement
 11. Help conflicting parties move towards
solution through mediation
 12. Broaden perspectives to evaluate
problems in a broader context
 Dealing with Tricky Negotiators—
How do you respond to:
 Exaggerated Bluff “You can’t be serious!!!”
 The Invisible Competition “Your
competitor quoted lower.”
 No-way Jose “It’s against our agency
policy.”
 Salami (a thin slice at a time)
 Deadline Dilemma (using delays and
deadlines)
 Dealing with Tricky Negotiators—
How do you respond to:
 Blowing Hot and Cold (Initial enthusiasm,
sudden cooling off)
 Columbo “Just one last thing.”
 Family Discounts “Look how much I’ve
done for you?” (presenting concessions as
a personal favor)
 “It’s none of my business but…”
(complaints about your agency’s service or
attitude)
 Dealing with Tricky Negotiators—
How do you respond to:
 “I don’t have the authority.” (need to refer
to the decision maker)
 All Change (new faces, predecessor had
“no authority”)
 Raising the Roof (each concession
followed by a raised demand)
 My Way or the Highway “And that’s my
final offer!”
 Over My Dead Body -refusal/preconditions
 Braham’s Negotiation Tips
 1. Know Thyself
 2. Do Your Homework
 3. Practice Double and Triple Think
 4. Build Trust
 5. Develop External Listening
 6. Move Beyond Positions
 7. Own Your Power
 Braham’s Negotiation Tips
 8. Know Your BATNA
 (Best Alternative To a Negotiated Agreement)
 9. Know What a Win Is
 10. Enjoy the Process
 Think of recent negotiations in
which you have been involved:
 Buying a car, house, or appliance
 Negotiating a new salary
 Arranging a fair division of household
chores
 Negotiating different roles and
responsibilities at work
 Making divorce settlements or custody
arrangements
 Mediation Strategies
 1. Clarify (the facts, the players, the
positions, the issues)
 2. Explore Options (developed by all the
players as they unfold the whole picture)
 3. Move to the Positive (ask questions like:
“What would it take to solve this
problem?” “What is it that you want?”
“What would make it better?” “What
would make you willing?”
 Mediation Strategies
 4. Go Back to Legitimate Needs and
Concerns (ask: “What do you need?” “Why
is it important to you?” “Tell me why that
seems the best option to you?” “Are there
alternatives that would also satisfy you?”)
 5. Design options using clarifying tools,
negotiating tools, and generating tools.
 Broadening Perspectives
 Selection
 Is it built on a win/win approach?
 Does it meet many needs of all parties?
 Is it feasible?
 Is it fair?
 Does it solve the problem?
 Can we settle on one option or do we need to
trial several?
 Broadening Perspectives
 Implementation
 Are there a number of steps involved?
 What are they?
 Who is responsible for each step?
 Is the responsibility shared fairly?
 What is the time frame?
 What is the review and evaluation process?
 Broadening Perspectives
 Agreements
 Are there any other relevant issues that need
to be addressed?
 Do we need agreement displayed (e.g., by
handshake, show of hands, or in writing)?
 “We must all learn to live
together as brothers or we will
perish together as fools. We are
tied together in the single
garment of destiny, caught in an
inescapable network of
mutuality. And whatever affects
one directly affects all indirectly.
For some strategic reason, I can
never be what I ought to be until
you are what you ought to be.”

--Martin Luther King, Jr.