NAB Planning Template and Checklist

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FT 14101
FT 14102
FT 14103
FT 14105

Negotiation Plannin

Arrangement is typically a trade off to settle a contention or issue or a circumstance in a manner to prof
could be expected. Transaction, in a business connection, might be utilized for offering, buying, staff (e.
advances) and transactions, alongside else other possibilities that you feel are pertinent for your busine

There are no rules, it can get worse

Prepare, do your homework

Consider every aspect of negotiation

Ask for a complete deal

Be Innovative

Learn to say “NO”
Learn to live with silence

Important Aspects in a Negotiatio


These are the gatherings included in arrangement vying for best conclusion for them.



These are the cravings, concerns, and apprehensions that underlie individuals' positions. It might be substa
or employments or impalpable like right, status and so forth. Concentrating on investments of each one ga
concealed issues and distinguish which issues are of most extreme concern.



These constitute all the parameters of bargaining mix. Parties negotiate to get maximum value out of nego



Attempt to assemble a w alternate arbitrators free of whether your concur or oppose this idea. it totally relies on the other party that you are capable however the other party doesn't see you that way. Separate the people from the problem Moderators are passionate people with alternate points of view and convictions. It is the blueprint you would take if current gatherings don't achieve an assention.It’s an acronym for Best Alternative to Negotiated Agreement. Engages can incorporate monetary prosperity. 2. your position has a tendency to w 7 Ethics Morals are general societal guidelines one needs to stick to amid the whole arrangement period. Individuals listen better in the event that they think you comprehend them hobbies. One ought to be difficult for the issue and delicate Four Principles of Negotiation 1. uncompromising nature individual predispositions. Without comprehension BATNA. security. not positions: Contrasts in hobbies characterize the true issue. 3. Focus on interests. Attain this by revealing to you really admire their investments. Invent options for mutual gain: . A few hindrances are mystery and double dealing. h and a feeling of having a place. 6 Power Strategic maneuvers an essential part in arrangement. it gets to be difficult to touch base along these lines its the main impetus behind a fruitful arrangement. One ough worth for both the gatherings by all reasonable means. On the off chance that the other party is dangero to touch base at an ideal result. Be that as it may. It is frequently seen as a state of pow 5 Barriers There are various boundaries to an effective transaction.

What are our concerns. 4. no matter wha is a nice-to-gain element? This is worked out to be able to trade-off effective This appraisal is possible by appropriately distinguishing all the issues included. Insist on objective criteria Create reasonable gauges and systems for assessing the alternatives that are autonomous of each arbitrat Any negotiation has three stages. we have to prioritize each one issu essentialness in the general setting by relegating it a score. pre stage.In a loose climate. conceptualize potential results among yourselves and. one will be. namely. Goals and objectives: why are we negotiating? The negotiating party should ask the question – “What is our overall goal?” and find a clear answer befo step. Planning and preparation for negotiation: PRE Stage The imperativeness of planning can't be overemphasized. with the other sid condemning the plans. needs. Moderators who are better arranged revel in va they comprehend one's objectives and diversions fine to understandable them effectively. during stage Each of these stages have been explained in detail bel 1. wants and desires? What do we need from the agreement. the better off. are prepared t the other party's offers all the more adequately and proficiently and set high yet achievable yearnings re might be better seen by noting the accompanying inquiries deliberate What? 2. if conceivable. 3. At that point. BATNA . With the general obje particular issues need to be arranged for the last assention? Can any of the issue be broken down further issues that are uncovered.

Competing : This type of strategy is assertive and uncooperative. It depends a lot on the BAT at the same time rather than each issue independently. putting ourselves in the shoes of the other part (party with whom we intend to negotiate). The value of ev based on the scoring system identified previously. When collaborating. This is a power-oriented strategy where negotiator with strong negotiating tries to win the deal. Zone of possible agreement (ZOPA) It is the range between the two parties’ resistance points representing the set of mutually acce Target value (TV) This is set considering the bargaining zone and by summing up the other side’s sit Relationship What is the relationship prevailing between the negotiating parties? This would determine the future co tactic or action we consider during the negotiation process. Resistance Point (RV) This is the worst agreement we would be willing to accept before walking off. 2. Can we trust the other party? What do we k styles and tactics? How important is sustaining a good relationship with the other What is the strategy? 1. 4. Compromisers can be useful when there is limite . we need BATNA and RV. This negotiation results in closing th fair and equal for all parties involved in the negotiation. Because their style can dominate the bargaining process. Co negotiations to understand the concerns and interests of the other parties and thus arrive at a r 3. Ankit The Other Side Now. a person i involve solving tough problems in creative ways resulting in solution which satisfies both the parties. A person pursues his/her own interest by making appropriate use of power. The object mutually acceptable solution which partially satisfies both the parties. Compromising : This type of strategy is in the idle of both assertiveness and cooperativeness. competitive n importance of relationships.Having a clear BATNA protects us from having a deal we would be better off not having. Collaborating : This type of strategy is both assertive and cooperative.

2 DURING stage Where? The place of negotiation – The manner in which the negotiation process proceeds depends on whose terr selling takes place at the customer’s place. Accommodating : This type of strategy is unassertive and cooperative. especially if the other party is not sensitive towards mainta 5. Avoiding : This type of strategy is unassertive and uncooperative. Acco while negotiating to get a fair deal. A person tends to tends to defer an aspects of negotiating. In the case of a diplomatic outcome. However.4. When accommodating. face-to-face or correspondence? Each of these facilitato the choice of one over the other should be made according to the case at han Intangible factors . The conflict is not paid attention to and may result in diplomatically sidestepping t withdrawing from the threatening situation. neutral territor When? The best time to begin the negotiation is when all parties have adequate information and know what to when the meeting takes place and the provision for breaks built in will determine the extent of concentr How? How is the interaction going to take place. The attention is given to preserving personal an avoiding person may be perceived as t Who? Who are the deciders and influencers for all the parties involved? This would help us in knowing the limit involved and how far recommendations of line of action would work. a person and satisfies concerns of the other party.

T existence is to try and see “what is not there?” One way to uncover intangibles is to ask questions an listeners/observers along. o How open and honest should I be with the other party? o What information should not be revealed at any cost? Few Tips ➢ Effective communication is essential in any ne • To effectively negotiate people must be able to exchange ideas. issues and arguments through their communication. Paradoxes  Claiming value versus creating value Typically the value creation stage will precede the value claiming stage and the challenge is to balance th transition from one stage to the other.  Honest and open versus closes and opaque This is about being clear on.  Sticking to principles versus being resilient Effective negotiators are thoughtful about the distinction between issues of principle where firmness is compromise and accommodation are the best route to a mutually acceptable out  Sticking with strategy versus being opportunistic Strong preparation is necessary to manage this paradox and see if there is an opportunity to move out o new information that may emerge. • Effective communication involves not making use of tough words that comprehend but communicating your ideas in as simple language • A good negotiator is able to skillfully position his argument in fron in such a manner that there is possibility of maximum value creation du ➢ Listening is highly important .These factors often affect negotiation in a negative way and remain out of the negotiator’s awareness.

In this way the counter argument put forth b countered by himself or if a new pitch is made by you has higher impact • Many times there are instances where in you have no answers to the q being discussed during the negotiation. It signals t with the counter proposal. tensions negotiating environment and there are counter proposals from everywhere. by not replying or further discu able to handle the issues • Asking for a break is another form of the silence tactic. If the other person reacts on it then it si further room for negotiating.• Listening actively is one of the most important tool during • Not listening to the other party creates a sense of unimportance and d of other party in the negotiation resulting in the destructio • Listening actively to the issues and concerns of the other party can their real areas of interests which can then be used to form even bette can be used as additional points of negotiating. knows the power of silence in such situations • It is better to keep silent and patient than going on with unthough comments • Keeping silent creates a void in the communication to which the other pulled in to fill the void. ➢ Read the mind of other people • A skilled negotiator is able to read the minds of other • He can formulate and change his proposals according to the interests ➢ Silence as a negotiating act • There are times during negotiations when stakes are high. ➢ Uncover the hidden interests and object .

• By putting forth proposals that are of interest to other party or ind ground to influence and inspire them • It is the use of other. Persuasion is an art.• Every participant in a negotiation has hidden agenda and issues. less obvious motivators that makes the differe barter and those who negotiate • If you reinforce other party’s performance when you reach an agreement a sincere smile or gesture you can establish a reinforced relations . A go try and uncover these hidden interests and therefore try and create a be • By asking questions you can decipher other person’s needs and interest as essential parameters in negotiation • Ask follow up questions to infer the deeper meanin • Feel free to question the responses • Observe the non-verbal reactions that can signal further p ➢ Dual Concern Model • Understand where your party stands to benefit – • From a relational outcome: sacrifices or concessions have to be made party happy • From objective outcome ➢ Consider using experts • Try to bring in the views of experts. • Consult experts on the views and opinions put forth by both you and negotiation. This helps validate the arguments • It also helps in creating a standard ➢ The art of Persuasion • The objective is to inspire or coerce the other party to agree to conditions.

3 POST stage • Implementation: Make sure that provisions of the agreement are carried out. It re and your company. · Negotiators should enhance their reputation by working in a cons manner. It should be taken by the negotiation ideally. • Monitoring: Keep track of the compliance and evaluate the outcome Few Tips · Even if you were not able to come to a consensus with the other which gives the message that business might be possible next time. When do we Re-Negotiate?? • Parties try to re-negotiate when there is any dissatisfaction by the outcome of the previous round of party to create more value post negotiation. • Create an opportunity to bring the parties together to revisit parts of agreement or whole in effect • The negotiator must may sure that the other party does not feel that they are being cheated by clearly of re-negotiation proposal REMEMBER IN NEGOTIATION . · Continue to learn from the experience as no two negotiations are · Make sure that the other party is also happy with negotiation an cheated.


staff (e. estments of each one gathering helps uncover ximum value out of negotiation in terms of their . land. cash. obtaining (e.g. ertinent for your business Principles of Negotiations: Negotiation m.lanning nce in a manner to profit ourselves however much as offering.g. buying. It might be substantial. itions. contracts). for example.

ou would take if current arrangement falls flat or the be difficult to touch base at a choice in transaction and ly seen as a state of power in transactions. it gets exceptionally hard uncompromising nature. security. One ought to arrange to get greatest or the issue and delicate on individuals. having control over one's life k you comprehend them and are thoughtful to their . In the event ion has a tendency to wind up weaker. misfortune repugnance and elies on the other party's observation. ement period. gotiation ttempt to assemble a working association with ry prosperity. e other party is dangerous.

The arranging stage g inquiries deliberate find a clear answer before embarking on any further reement.vable. . are prepared to comprehend and investigate achievable yearnings regardless. with the other side without judging and nomous of each arbitrator's requests and weights. during stage and post stage. ge. what e broken down further into different issues? The more prioritize each one issue by recognizing its relative gating it a score. no matter what and what do we require that le to trade-off effectively. d. ned in detail below. With the general objective in point of view. ter arranged revel in various favorable circumstances – fectively.

The objective is to arrive at an expedient. d to negotiate). The value of every BATNA should be scored previously. a person indulges in negotiations that fies both the parties. we need to assess their goals. g up the other side’s situation. CNWD. epends a lot on the BATNA and encompasses all issues ndependently. determine the future consequences of every strategy. ation results in closing the deal quickly by doing what is seful when there is limited time to complete the deal. collaborating. Seller RV the set of mutually acceptable agreements. competitive negotiators often neglect the . Maximum Value Zone of possible Agre . perativeness.t having. Collaborators are good at using ies and thus arrive at a resolving conclusion. her party? What do we know about the other party’s ationship with the other party? ues his/her own interest at the expense of other party e negotiator with strong instincts for all aspects of g process.

e s depends on whose territory it takes place. postponing it or even n may be perceived as tactful and diplomatic. ? Each of these facilitators has its own advantages and ording to the case at hand. nds to tends to defer and dodge the confrontational matically sidestepping the issue. Accommodators have to be careful sensitive towards maintaining relationship. a person neglects his/her own concerns onal relationships.commodating. utcome. neutral territories are best advised. The time of the day e the extent of concentration of the parties involved. mation and know what to expect. . Generally. p us in knowing the limits to authority of all the parties of action would work.

tough words that are difficult to simple language as possible argument in front of the other party value creation during the negotiation important Prepare Discuss Propose . proposals. issues. ial in any negotiation nge ideas. The best way to identify their les is to ask questions and another way is to take challenge is to balance the emphasis and manage the other. concerns mmunication. nciple where firmness is essential and issues where mutually acceptable outcome. portunity to move out of one’s strategy in the light of rge.egotiator’s awareness.

s and objectives Propose . tensions have filled the from everywhere. A skilled negotiator uch situations on with unthought-of arguments and o which the other party is many times ument put forth by the other party is has higher impact on the other party answers to the questions or issues or further discussing you are better sues tic. er people e minds of other people to the interests of the other party ating act re high. It signals that you are not happy on it then it signals that there is ating.tant tool during negotiation nimportance and disgrace in the minds in the destruction of value other party can help you understand o form even better proposals or even of negotiating.

ther party or individuals give you a pire them makes the difference between those who otiate each an agreement with something with nforced relationship with others. A good negotiator should y and create a better leveling ground eeds and interests which can then act egotiation the deeper meaning responses signal further parameters s have to be made to keep the other ome xperts of experts. YES Collaborati Competitio NO ds to benefit – Relational outcome odel .and issues. h by both you and the others in the the arguments a standard asion party to agree to your terms and an art.

h negotiation and doesn’t feel tiate?? f the previous round of negotiation or when there is otiation. It reflects well on you orking in a consistent and a fair negotiations are similar. ment or whole in effect that it makes good sense.t should be taken by the people who were part of the evaluate the outcome Implementation Monitor with the other party. eing cheated by clearly citing the terms and conditions IATION Re-negotiate Violation of terms of agreement Dissatisfaction . exit in a way next time.

OU. ..




Buyer RV Maximum Value Zone of possible Agreement .


Discuss Propose .

Propose Decision Making Closing .

Collaborati on Accommodation Competitio n Avoidance YES Substantive outcome NO .

Monitor Are partying compyling to T&C negotiate Dissatisfaction Agreement going forward as discussed .