Advanced Techniques of Negotiation Osterne M. Feitosa S. Osterne Feitosa M.S. Trading Lesson 02 - Structure and Process Osterne Feitosa M.S.

Negotiation Negotiation is the process of achieving goals through an agreement situations wh ere there are conflicting and common interests. JOSà AUGUSTO WANDERLEY CONSULTANT INSTITUTE MVC Osterne Feitosa M.S. Nature of the conflict Conflict is part of natural communication Conflict ongoing at various levels of conflict His image determines their expectations about the conflict, despair or hope. Osterne Feitosa M.S. Influences on their view of conflict Personal history Attitude towards life Beliefs Philosophy of Work and Family Lif e Maturity desktop Social Environment Osterne Feitosa M.S. Perecepção Conflict In our system the conflict is seen as bad. The exception is sports. Fighting str ong play to win strategy Schematics Maximizing potentialities Osterne Feitosa M.S. Definition of Conflict Conflict is a state of tension that creates a mobilization to effect change and get better results. Osterne Feitosa M.S. Elements of conflict Interference Blocking Think what the other does it on purpose Osterne Feitosa M.S. Constructive conflict We move Try new strategies communicate differently change goals Interaction with the goal of learning rather than to protect (understand, solve, ask, open, change). Do not get mired in conflict (the conflict does not define people) seek increased self-esteem in relation Focus Osterne Feitosa M.S. Todo View the perception of the other Hidden Agenda conflict known relations of interdependence incompatible goals sca rce resources Interference Osterne Feitosa M.S.

Todo Look workarounds Ask directly what is happening Tell others your view of reality Look for unorthodox solutions, new Remember that the past can not predict the f uture Never underestimate the power of a unilateral step to solve a conflict. Osterne Feitosa M.S. Power Power is the ability to gain the resources needed to take a person's condition o f oppression, to ensure your ability to do, and to influence not only in their o wn situation but the situation they are in others. Goodrich apud Hockert Joyce. Osterne Feitosa M.S. Power power is the ability of an agent to produce certain effects, as a result of the social relationship between individuals, groups or organizations where one party controls the other. LUQUE, MyLine Samaniego; PEÃ ANHA, Ursula railways. Power and learning: a brief an alysis of the relationship between student and teacher Osterne Feitosa M.S. Constructive Power Based on the power to create change Osterne Feitosa M.S. Integrative Power Build new things Osterne Feitosa M.S. Positive balance of power Demand for power distribution in the group sharing information and decisions Sel f-control in the use of power focus on interdependence Persistence Delegate plan ned power Osterne Feitosa M.S. TRADING Negotiation is the process of achieving goals through an agreement situations wh ere there are conflicting and common interests. JOSÃ AUGUSTO WANDERLEY CONSULTANT INSTITUTE MVC Osterne Feitosa M.S. Negotiation Similar concerns of interdependence Motivation dissimilar People try to reach ag reement on how to serve their interests Osterne Feitosa M.S. Negotiation People prefer to deal with the problem people prefer not to use force or aggress ive tactics of persuasion All the elements of a conflict are present People have reached a level where you can make proposals on the problem Osterne Feitosa M.S. Negotiation The parties depend on their access to power and knowledge structures govern the

behavior to maximize earnings and seek to achieve an acceptable proposal to fina lize the negotiations Osterne Feitosa M.S. Negotiation Desire to cooperate to provide the resources to achieve the goal Influencing Kno wledge of the structure of the conflict: Clear goals Attention to honorable exits Content Relationship between Self-contr ol power of shares Value Osterne Feitosa M.S. Negotiation Depends on the behavior of communication between participants. The tactics are u sed to reach an agreement. Osterne Feitosa M.S. Negotiation Loses or Wins x Wins and Wins Series of small concessions x Results x creative N egotiations implicit formal negotiations Osterne Feitosa M.S. Osterne Feitosa M.S. Styles, tactics and strategies Style - personal behavior patterns in conflict. Varies with the concept over the other or about themselves. Osterne Feitosa M.S. Strategy - way to see the conflict and methodology of action prepared Tactics movements and techniques used in conflict resolution About Styles Use descriptive rational vision to improve the desired results. Knowledge Learni ng theory of self-control techniques Osterne Feitosa M.S. Vision of the conflict Unilateral Trend See yourself trying to resolve the conflict see the other side trying to block the advance Osterne Feitosa M.S. Variety of Styles Tendency to act differently in different environments. Relative Position In Publ ic Relations Relations between friends domestic labor relations Osterne Feitosa M.S. Primary choice Self-protection Open to interact Osterne Feitosa M.S. Styles - Avoidance of conflict Tactics: Compliance with all denial of conflict Denial Denial implicit explicit Evasive Affirmative avoidance

Questions fugitive fugitive phrases phrases Phrases abstract procedural Jokes Management topics Changing topics Trail topics Osterne Feitosa M.S. Styles - Collaboration Demand great commitment of the negotiators. High level of respect for other's go als and objectives themselves. Sincere pursuit of positive outcomes for the prob lem, highlighting the relationship Osterne Feitosa M.S. Styles - Collaboration Vision for better result. Looking for other viewpoints and creative solutions. Osterne Feitosa M.S. Styles - Collaboration Tactics: Affirmations analytical Problem Description Description of feelings and visions about the problem of the nature of the conflict Qualification Questions about feelings and views of the problem Request for review Affirmative conciliatory Supporting Quotes Concessions Assumption of responsibility Osterne Feitosa M.S. Styles - Competition Direct confrontation Vision unilateral conflict Want to win by force does not ha ve respect for others' problems active Labour to win the other side Osterne Feitosa M.S. Styles - Competition Personal interest at the expense of other verbal or selfish Competition Osterne Feitosa M.S. Styles - Competition Affirmative confrontation Critical Imperatives hostile personal Rejection Questions Jokes hostile hostile hostile statements about thinking the other Denial of responsabiliade Osterne Feitosa M.S. Threats Power credibility fear Violence Rituals of conflict learned Styles - Commitment Encounter along the way Seems like the collaborative style. Less sophisticated, faster, each gives a little bit to settle the matter, losses and gains shared po wer loss can undermine the outcome Osterne Feitosa M.S. Styles - Commitment Call for tactics justice Tip Exchange Maximizing profit and reducing the value o f losses and fast solution for a short time

Osterne Feitosa M.S. Styles - Accommodation It yields up goals relational conflicts in favor of another is not concerned wit h their own desires in pursuit of harmony and cooperation Selfless, martyr, sabo teur, remoedor bitter. Osterne Feitosa M.S. Styles - Accommodation Tactics Acceptance of results without a fight Leak Denial of the fight needs expression of the desire for harmony Osterne Feitosa M.S. Interests x Positions Power Rights Interests Osterne Feitosa M.S. Skills Negotiation skills can be developed. Osterne Feitosa M.S. Competitive Negotiation The design type of trading that comes immediately to mind The world is selfish m otivation is competitive basic / antagonist Limited financial decisions can be t aken individually the nature of the system is distributive Objective: Maximum ga in, higher than the competitive Osterne Feitosa M.S. Competitive Negotiation Patterns of communication begins with demand high and slowly yields tangible res ults Exaggeration Maximizing the value of concessions Use of threats, confrontat ion, argument, discourse strong handling processes and people with distortion of intent, resources, and goals-oriented quantitative results rather than results relational. Osterne Feitosa M.S. Competitive Negotiation Disadvantages deviation to the confrontation Prevents opening channels of cooper ation encourages intolerance generating impasses difficulty in predicting the op ponent's responses overestimation of results that can lead to more development c onflicts Osterne Feitosa M.S. Basic methodology for purely distributive strategy: 1. Secure your point of interest and point of agreement as well as possible. Con stantly review these items as it negotiates. 2. Attach the interests and reserva tion point of opponents. Be alert to new data that emerge as it negotiates. 3. L ook to move the reservation point of opponents to open the trading range, especi ally if the track is negative.€(This process usually begins with planted questi ons. However, if necessary for an agreement that you must achieve, move your poi nt of agreement. 4. Look for a line as close as possible to the agreement of the other to take the maximum profit. 5. Do everything for both you and the other, see this agreement as the best possible under the circumstances.

Osterne Feitosa M.S. Collaborative Negotiation Design The parties have different interests and common search for mutual gains C reativity Osterne Feitosa M.S. Collaborative Negotiation The world is controlled by people selfless The common interest is the objective recognition of interdependence Although limited resources can best be used in co -operation The system is inclusive by nature objective solution that pleases eve ryone and that is fair and efficient for the community Osterne Feitosa M.S. Collaborative Negotiation Increased communication patterns cake Compensation Cost Reduction Alternatives e xtra Brainstorm Vision of the problem from another angle Osterne Feitosa M.S. Collaborative Negotiation Principles of negotiation 1. Separate the people from the problem. 2. The preservation of relations is a g oal objective, non-negotiable. 3. Focus on interests rather than positions. 4. G enerate a series of possibilities before deciding what to do. 5. Criteria. Insis t that the result must meet certain criteria. Osterne Feitosa M.S. Searching for common interest If we tried ....? What would need to ....? Why not ...? What would be the perfec t situation? How do you want to be treated? What problem are we trying to solve? What is its purpose? What worries you most? What most annoys you? What most of you happy? What do you want? If you received this, what effect would make in you r life? You want to know what I want? Osterne Feitosa M.S. Collaborative Negotiation Disadvantages Internal pressure for compromise and accommodation reduces the use of competitiv e strategies increases the risk of manipulation and demagogy Difficulty in estab lishing points of agreement Need high level of commitment and formal education N eed negotiators with high self-esteem and conscious of their positions Osterne Feitosa M.S. Collaborative Negotiation Developing an environment of collaboration Collaboration is a way of seeing the negotiation I know this is difficult, but we can get a result. I understand why you want to solve this problem, but let's look at other alternatives ... I understand your p oint of view, give me the opportunity to put what I think about the problem I li ke to know the needs you want to meet. I would like to show you what needs to tr y to accomplish. His strong words show that this problem is very important to yo u. But let's see if we can treat the problem differently. We can go back and sta rt again the analysis. Osterne Feitosa M.S. Collaborative Negotiation Developing a collaborative environment I see no great difficulty in winning two of us go out this negotiation. But it seems that we are thinking that if a win t he other loses. I really look for a fair result and that pleases both sides. Thi

s requires more information about what we really want. Let's explore this concep t? I will negotiate with you for as long as it takes to reach an agreement that suits both their interests as our own. I understand you think this is the best s olution. But we have different interests. Let us analyze this solution to see if it also serves our interests? Osterne Feitosa M.S. Basic methodology for integrative or mixed strategies 1. Secure your point of interest and point of agreement as well as possible. Con stantly review these items as it negotiates. 2. Attach the interests and reserva tion point of opponents. Be alert to new data that emerge as it negotiates. 3. T hrough clearly shared information and brainstorming, seek to expand the pie so t hat each side can get as much of that demand. Try moving the point of agreement of each. 4. Decide on fair principles how to divide the cake. 5. Do everything f or both you and the other, see this agreement as the best in the circumstances. Osterne Feitosa M.S. Phases of negotiation Complex Systems Change Begins with fixed goals for technical competitive or coll aborative agreement with the will of the negotiators. Osterne Feitosa M.S. Switching from competition to collaborative negotiation Phases of negotiation 1. initial position - Presentation of extreme positions. 2. Collision. Argument. 3. Reduction temperature of the debate and seek solutions. Osterne Feitosa M.S. Switching from competition to collaborative negotiation 1. Join the other Use language in the first person plural. Look for common interests.€Ask before you act. Come closer (physically) Osterne Feitosa M.S. Switching from competition to collaborative negotiation 2. Control the process, not the person. Use the environment and the time creatively. Limit or increase the number of tra ding participants to help the collaborative effort. Encourage the other party to say what they really want and pay attention even if you do not agree with it. Osterne Feitosa M.S. Switching from competition to collaborative negotiation Use principles of productive communication Be unconditionally constructive Refuse to sabotage the process Separate the peop le from the problem use persuasion instead of coercion Refuse to hate the other Osterne Feitosa M.S. Switching from competition to Be firm in goals but flexible Provide alternatives and look s relationship problems Focus Osterne Feitosa M.S. Switching from competition to collaborative negotiation collaborative negotiation on means to achieve them for different results to meet your goals. Separate on interests, not in the position

Believe that there is an alternative solution for mutual gain Coin Set soon poin ters consensus on what is one to see problems if one refuses to be pessimistic Osterne Feitosa M.S. Preparing for negotiation Questions to Ask Whose interests are on the scene? What are these interests? What sources of powe r for each person whose interests are at the scene? What are the options? What i s the strategy I want to adopt? Osterne Feitosa M.S. Basic methodology for mediation Discover the real interests - not the positions of each one - and the points of agreement on each side, as well as they can. Alone, you review your understandin g of these points, ie points of agreement on each side. If possible, review thes e points continuously in the mediation process. Be alert to new data. 2. Through acquisition of new information and brainstorming, seek to expand the pie so tha t each side can get the most out of that demand. Try moving the point of agreeme nt of each. 3. Help the parties to find principles for determining how to decide the issues. 5. Do everything for both you and the other, see this agreement as the best in the circumstances. Osterne Feitosa M.S. Upcoming classes Planning and Strategies in Action Consensus Building Osterne Feitosa M.S.