Competency - Based Learning Materials: Sector

COMPETENCY - BASED LEARNING MATERIALS
Sector:
HEALTH, SOCIAL, AND OTHER COMMUNITY
DEVELOPMENT SERVICES SECTOR
Qualification: BOOKKEEPING NC III

Unit of Competency: Develop and Practice Negotiation Skills
Module Title: Developing and Practicing Negotiation Skills
Institution:
LUZONIAN CENTER OF EXCELLENCE FOR SCIENCE AND TECHNOLOGY (LCEST) INC
Date Developed:
CBLM for January 2020
Bookkeeping NC III / Page
Develop and Practice Developed by: ARNEL HIMZON 1 of 34
Negotiation Skills Checked by: LCEST
HOW TO USE THIS COMPETENCY-BASED LEARNING
MATERIALS
Welcome!
The unit of competency, “Develop and Practice Negotiation Skills”, contains the
knowledge, skills and attitude required for developing and practicing negotiation skills.
It is one of the BASIC competencies of BOOKKEPPING NC III.
The module, Developing and Practicing Negotiation Skills, contains training materials
and activities related to planning negotiations and participating in negotiations for you
to complete.
In this module, you are required to go through a series of learning activities in order to
complete each learning outcome. In each learning outcome are Information Sheets, Self-
Checks, Task Sheets and Job Sheets. Follow and perform the activities on your own. If
you have you have questions, do not hesitate to ask for assistance from your facilitator.
Remember to:
 Read information sheets and complete the self-checks. Suggested references are
included to supplement the materials provided in this module.
 Perform the Task Sheets and Job Sheets until you are confident that your outputs
conform to the Performance Criteria Checklist that follows the sheets.
 Submit outputs of the Task Sheets to your facilitator for evaluation and recording
in the Accomplishment Chart. Outputs shall serve as your portfolio during the
Institutional Competency Evaluation. When you feel confident that you have had
sufficient practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Progress Chart and Accomplishment
Chart.
A Certificate of Achievement will be awarded to you after passing the evaluation.
Date Developed:
LIST OF COMPETENCIES
No. Unit of Competency Module Title Code
Lead Workplace Leading Workplace

1 500311109
Communication Communication
2 Lead Small Team Leading Small Team 500311110
Develop and Practice Developing and Practicing

3 500311111
Negotiation Skills Negotiation Skills
Identifying/Determining
Solve Problems Related to
4 Fundamental Cause of 500311112
Work Activities
Problem
Use Mathematical Using Mathematical Concepts
5 500311113
Concepts and Techniques and Techniques
6 Use Relevant Technologies Using Relevant Technologies 500311114
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SUMMARY OF LEARNING OUTCOMES
QUALIFICATION: BOOKKEEPING NC III
UNIT OF COMPETENCY : Develop and Practice Negotiation Skills

MODULE TITLE : Developing and Practicing Negotiation Skills
MODULE DESCRIPTOR : This module covers the skills, knowledge and attitudes
required to collect information in order to negotiate to a desired outcome and
participate in the negotiation.
NOMINAL DURATION : 2 hours
LEARNING OUTCOMES: Upon completion of this module the students/trainees will be

able to:
LO1. Plan negotiations
LO2.Participate in negotiations
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DETAILS OF LEARNING OUTCOME
LEARNING OUTCOME1 Plan negotiations
CONTENTS:
 Collecting Information
 Preparing for Negotiation
 Positive Negotiating
 Creating Non-verbal environments
 Active Listening
 Different Questioning Techniques
 Ensure Correctness and up to Date Information
 Personal Attributes
 Interpersonal Skills
 Analytic Skills
ASSESSMENT CRITERIA:
1. Information on preparing for negotiation is identified and included in the plan
2. Information on creating nonverbal environments for positive negotiating is
identified and included in the plan
3. Information on active listening is identified and included in the plan
4. Information on different questioning techniques is identified and included in the
plan
5. Information is checked to ensure it is correct and up-to- date
CONDITIONS:(Tools, equipment, s/m, references/materials)

The students/trainees must be provided with the following:
 CBLM
 Paper
 Learning Materials
 Pencil
 Eraser
METHODOLOGIES:
 Self-paced/modular
 Discussion
 Role play
 Brainstorming
ASSESSMENT METHODS:
 Written test
 Direct Observation
 Interview
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LEARNING EXPERIENCE
LEARNING OUTCOME 1: Provide Team Leadership
Learning Activities Special Instructions
1. Read Information Sheet No.3.1-1 on Planning You may clarify with the
Negotiation facilitator if you have concerns
on the lesson.
2. Answer Self Check No. 3.1-1 Compare answers with Answer

Key No. 3.1-1
You must answer all questions

correctly before proceeding to
the next activity.
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INFORMATION SHEET: 3.1-1
PLANNING NEGOTIATION
LEARNING OBJECTIVE/S:
After reading this information sheet, you should be able to:

 Discuss the importance of planning for a negotiation
 Discuss the skills required in planning for a negotiation
 Identify the qualities and attribute of a good negotiator
What is Negotiation?
Negotiation is a method by which people settle differences. It is a process by which

compromise or agreement is reached while avoiding argument and dispute.
In any disagreement, individuals understandably aim to achieve the best possible

outcome for their position (or perhaps an organization they represent). However, the
principles of fairness, seeking mutual benefit and maintaining a relationship are the
keys to a successful outcome.
Preparing for Negotiation
If you want to start negotiations in a winning position, then you need to prepare like a
tiger. That means you must pay attention to 7 crucial areas:
1. Check Whether You're In A Negotiating Situation.
A negotiating situation exists when you are in any communication or problem-

solving situation with others that can work out to your advantage. If there is no
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advantage to you, then don't negotiate; you'll only lose. As Sun Tzu, the author of
"The Art of War", said hundreds of years ago, "Engage only when it is in the
interests of the state; cease when it is to its detriment. Do not move unless there
are advantages to be won."
2. Clarify Your Aims.
Your overriding aim in any negotiation is to achieve the objectives you and your
constituents have set. There are other aims, such as getting a good deal and
improving your relationship with the other side. But getting what you want is
tops. Always keep this aim firmly in your sights and don't stop until you get it.
3. Gather Information.
Once you know you're in a negotiating situation, you need to gather information
about the other side's offer and use it to refine your own. Many negotiations
come unstuck simply because one side or the other doesn't listen, or check, or
take the time to clarify exactly what the other side are offering, or indeed what
they themselves are offering. This means that throughout a negotiation you
should do tons of listening, clarifying and checking. And when it comes your turn
to put over your case, you should use every skill you can muster to make sure
they understand.
4. Negotiate With Your Own Side.
It is rare to go into a negotiation only representing yourself. Usually you

negotiate as a representative of others, your constituents. Part of your
preparation for negotiations has to be spent getting the best mandate from your
constituents. Aim to get the support you need; the trust you need; the resources
you need; the understanding you need; and the freedom you need.
5. Get A BATNA.
A BATNA is your Best Alternative To a Negotiated Agreement and is the only

certain way to be successful in negotiations. By preparing for negotiations with
one party by sounding out an alternative deal with another party, you get
walkaway power. It means that, even if the alternative isn't quite what you want,
you are still prepared to go there, if need be.
6. Prepare The Setting.
There are five questions to ask yourself when preparing the setting for a
negotiation. They are: Who? (i.e. who is to take part and do what?); Where? (i.e.
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our place or theirs?); When? (i.e. what is the time scale?); Why? (i.e. what are we
negotiating about?); and How? (i.e. how are we to present our case?).
7. Prepare Yourself Mentally.
The right attitude towards negotiations is the principal difference between

successful and unsuccessful negotiators. Getting into the right frame of mind
before you begin should be part of your preparation plan.
 aim to be tough, business-like, alert and unyielding

 don't feel you owe them anything - don't be a bowl-beggar
 don't put yourself above or below them
 stay relaxed and unhurried
 don't reveal your feelings at any point.
There is no guarantee that good preparation will lead to success in negotiations. But the
chances are that poor preparation will lead to failure. Don't take that risk. Pull out all
the stops to get a head start and you won't regret it.
Collecting Information
Gathering information before you go to the negotiating table is one of the most critical
factors for success in negotiation. Many expert negotiators stress that effective
information gathering is absolutely essential to being prepared and that the “lead time”
between knowing that a negotiation will take place and actually beginning the
negotiation should be filled with information collection activities. Negotiators who wait
until the last minute risk undercutting themselves because they haven’t done enough
“homework.”
Some of the most important information should be gathered on the substantive issues
under negotiation. A critical topic for information search is to find out as much as you
can about the people with whom you’ll be interacting and the company or organization
that they represent. Knowing the other party – even if you have never met him or her
before – can help you shape your strategy. Master negotiator Herb Cohen suggests the
following questions that would help you negotiate with such individuals:
 Why are they negotiating with me?

 What are their time constraints and deadlines?
 By whom and how will their decisions be made?
 How do they react to conflict?
 What is their negotiating style?
 What are the limits to their authority?
 Who do they report to?
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 Does he or she have a budget or quota?
 How are they compensated?
 What is their negotiating experience and background?
 Do they have a realistic alternative to making this deal?
 What incentives do they have to make this deal?
 What are their underlying interests and concerns?
 What is their track record for honesty and integrity?
 What are their expectations with respect to the outcome?
Positive Negotiation
We talk about Positive Negotiations when we are

using Openness and Positive Emotions as assets
in the interaction with the other party. Openness
means sharing a great deal of information about
what you would like to get and achieve with this
negotiation. As you know your BATNA you do not
increase your risk of being exploited or
manipulated. Positive Emotions help find
common ground, will enhance the relationship
with the other party and will create trust for
future interactions.
Creating Nonverbal Environment
Environment involves the physical and psychological aspects of the communication

context. More than the tables and chairs in an office, environment is an important part
of the dynamic communication process. The perception of one’s environment influences
one’s reaction to it.
Physical environment is an important component of nonverbal communication and can

be broken down into the following 2 categories:
 Personal Space (Proxemics): The use of physical space in personal

communication.
 Spacial Arrangements (Interior Design): The impact that the arrangement of an
interior space has on communication.
Active Listening
Active listening is invaluable in ensuring successful negotiations. In fact, active listening

is just as important—if not more so—than talking, as successful negotiations are based
on a give-and-take of information. An exchange requires action from both sides of the
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table, not simply by the person offering up the
information. In this way, active listening plays a
key role in ensuring all information is exchanged
and absorbed successfully.
Effective active listening can shift tensions and

enhance progress in an otherwise deadlock
situation, being the most effective tool in building
positive relationships and reaching successful
agreements. Meanwhile, the act of listening signals to the other person that you are
putting your agenda aside and taking the time to consider the situation from their
perspective.
Moreover, you need to use active listening to gather all the information needed
regarding a situation, which will help you to explore the issue on a much deeper level.
You can’t simply sit there, nod your head, and smile blankly as the other person is
arguing their case. This won’t help either side, and it certainly won’t improve the level
of confidence and trust between the two parties. The more information you have, the
more power you have, and the more likely you will be able to reach your desired goal.
Different Questioning Techniques
Of all the skills required of the super effective negotiator, the ability to ask the right
question at the right time is probably the most critical.
Use open questions when you want a customer to explain or discuss something. Closed
questions should be used when all required is a yes or no. Use both types of questions
to gain better control of your negotiations. At the beginning of most negotiations you
need to learn what the other party wants and needs, so you would use open questions.
Later, you need to employ closed questions to get the customer’s agreement, to
understand a request or just to manage the conversation and your time.
Questions will:
 keep you in control as the other party has to respond to your question
 slow down the conversation
 give you more information to help you resolve the situation
 give you time to think about your options
 encourage the other party to talk
 draw out information, facts and opinions
 help to explore feelings and attitudes
 help to check understanding
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 help the other party to think though the problem
Effective and Useful Questions
The following are good types of questions to have in your repertoire when negotiating
to move the sale or purchase in your desired direction, or simply to get the information
you need.
1. Open-ended questions
These are the kinds of questions that require a detailed answer in a negotiation
and cannot be simply replied to with a “yes” or “no” response. These questions
consist of using who, what, where, when, why, and how. The respondent has no
alternative but to provide some detail.
Example: “How did you arrive at that particular price?”
2. Open opportunity question
This form of question invites the person to participate and offer their views.
Example: “What do you think of this option as a solution?”
3. Leading question
Just like it sounds, with this type of question, you try to guide the person to your
point of view in a persuasive manner.
Example: “With all these advantages I’ve pointed out, don’t you think that this
package benefits us both and is the best way to go for both of us?”
Or, another form of leading negotiation question simply tails off and invites the
other person to fill in the blanks.
Example: “And after we provide those documents that you just mentioned, you
will….?”
4. Low-key question
This is a gentle way to ask a question and not trigger an emotional or hostile
response.
Example: “How much more will this cost if we chose this additional feature?”
5. Sequential questions
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Sometimes, it can be a wise strategy to ask a series of questions to lead up to and
achieve a particular conclusion. Generally, it might be a good idea to plan these
kinds of question in advance.
Example: “And after you complete the first delivery, how long will it take for you
to have the second shipment ready and sent to us?”
6. Flattery question
This is an effective means to both be complimentary towards the other

negotiator and to elicit information, both at the same time. Most people respond
well to a friendly compliment.
Example: “Could we draw upon your particular and specialized expertise to add
some input into this particular issue?”
7. Probing deeper question
When you need to gain a better insight into a person’s thought process to further
illuminate their rationale or position.
Example: “Could you provide us with more detail on how you analyzed the data
that you just described and how you reached your conclusion?”
8. Emotional thermometer
There are occasions when you will sense that something might be starting to boil
beneath the surface. This might be a good time to address a pending emotional
response that might derail the negotiation by simply checking out how the other
person feels about certain issues.
Example: “How do you feel about that aspect of the settlement package?”
Ensure Correctness and Up to Date Information
The efficacy and accuracy of the data collection process can be improved by
incorporating the following measures in the data collection techniques.
 Use reliable data resources
Data resources play the most crucial role in effective data collection and further
analysis. You need to ensure the reliability and credibility of the systems and
personnel responsible for data and information generation.
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 Align your key factors and parameters
Analyze and sift through the factors that contribute to data accumulation, and
figure out the most relevant factors you need for the analysis or to develop a
feasibility or performance report of a particular task or operation. Devise a set of
basic and essential parameters to formulate a game plan for your data collection.
 Maintain the neutrality
Rumors, claims and exaggerations pertaining to a specific issues or tasks may

invoke the wildfire effect that only tends to compromise or alter the neutral
perspectives of data collection. The wildfire effect is the consequence that occurs
as a result of a negative bias.
Personal Attributes
A handful of personal characteristics and social attributes contribute to successful

negotiations. Nobody has all the traits of a world-class negotiator, but these skills are
worth developing if you hope to improve your negotiation skills and your life.
 Empathy is the ability to participate in another’s feelings or ideas, to put

yourself in someone else’s shoes. It’s the bedrock of successful communication
and a necessary trait for great negotiators. Being empathetic helps you recognize
the differences between you and other people, allowing you to maintain your
identity as you experience the views and emotions of others. You can improve
your empathetic responses by acknowledging the behaviors, values, and goals
that others may have.
 Respect closely follows empathy. In order to respect other people and the limits
they set, you must first have respect for yourself and the limits you set. Respect
tends to be reciprocal in negotiations: If you give it, you’re much more likely to
get it back.
 Integrity includes honesty and trustworthiness — qualities necessary for others
to trust you in a negotiation. You can hone your integrity by following rules,
keeping agreements (without reminders), and being steadfastly honest. Not
replying to a certain question or divulging certain information is acceptable;
lying is not.
 Fairness is another trait based on empathy. You must
believe that the needs and wants of other people are
just as worthwhile as your own. To develop fairness,
consider your goals and those of the other party.
Identify areas of agreement and areas that need
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compromise. Being fair ensures that a deal closes or ends with satisfaction for all
parties.
 Patience is the act of bearing pains or trials without complaint. Tolerating
frustration and adversity on the way to reaching your goals — and not giving up
— is a way to demonstrate patience. All successful people know that being
refused, delayed, and blocked is part of life’s journeys. Success comes to those
who are steadfast and patient.
 Responsibility is the ability to demonstrate reliability and accept consequences.
Being responsible doesn’t mean that you won’t make mistakes, but it does mean
that you’ll correct them to the extent possible. Improve your skills in this area by
taking care of the problems — the little ones and the big ones, too — for which
you’re responsible.
 Flexibility is the ability to deal with new situations and unexpected obstacles. If
one approach doesn’t work, you try another. Flexibility is at the heart of closing a
deal in a way that satisfies each side and works in the real world.
 Sense of humor is the ability to see, appreciate, or express an amusing aspect of
various situations. Finding humor in adversity helps you get on with finding
solutions rather than getting stuck in the blame game. A prerequisite for a good
sense of humor is self-respect and flexibility.
 Self-discipline is the ability to complete tasks and reach goals without someone
else needing to direct or motivate you. Internal forces drive you toward your
goals, and your rewards come from within rather than from other people.
 Stamina is the ability to keep going when others drop by the wayside. Stamina is
an attribute of all great negotiators. After all, you can’t win the game if you don’t
have the stamina to keep playing.
Interpersonal Skills
Effective negotiators have the interpersonal skills to maintain a good working

relationship with those involved in the negotiation. Negotiators with patience and the
ability to persuade others without using manipulation can maintain a positive
atmosphere during a difficult negotiation.
Analytic Skills
Analytical Skills are basic for problem-solving situations. Good listening skills will help
you to analyze the situation and to see the possible opportunities.
A detailed problem analysis can help to find a compromise for all parties. Good
analytical skills are one of the most important business negotiation skills examples.
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References: http://www.yingyushijie.com/business/detail/id/551/category/49.html
https://www.businessknowhow.com/growth/negotiations.htm
https://www.positivemindfulleader.com/positive-negotiation/
https://sites.google.com/site/nonverbalcommunicationportal/forms-of-
nonverbal-communication/physical-environment
https://drivinginnovation.ie.edu/active-listening-the-key-to-successful-
negotiations/
https://www.negotiations.com/articles/negotiation-questions/
https://www.totalsuccess.co.uk/wp-content/uploads/2011/11/sample-
negotiation-skills.pdf
https://www.mitrefinch.ca/blog/technology/how-to-ensure-accuracy-in-
data-collection-processes/
https://www.dummies.com/business/corporate-finance/mergers-and-
acquisitions/ten-personality-traits-of-top-negotiators/
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SELF-CHECK NO. 3.1-1
PLANNING NEGOTIATIONS
Identification. Identify the following. Write your answer on the space before the
number.
_______________________ 1. It is a process by which compromise or agreement
is reached while avoiding argument and dispute.
_______________________ 2. These are the kinds of questions that require a
detailed answer in a negotiation and cannot be
simply replied to with a “yes” or “no” response.
_______________________ 3. This is a gentle way to ask a question and not
trigger an emotional or hostile response.
_______________________ 4. It is the ability to participate in another’s feelings or
ideas, to put yourself in someone else’s shoes.
_______________________ 5. It is the ability to demonstrate reliability and accept
consequences.
_______________________ 6. True or False. Using reliable data resources ensure
correctness of information.
_______________________ 7. This type of question guides the person to your
point of view in persuasive manner.
_______________________ 8. It is invaluable in ensuring successful negotiations
that is as important as talking.
_______________________ 9. True or False. Getting into the right frame of mind
before you begin should be a less part of your
preparation plan.
_______________________ 10. This skill enables the negotiator to maintain a good
working relationship with those involved in the
negotiation.
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ANSWER KEY3.1-1
PLANNING NEGOTIATIONS
1. Negotiation
2. Open-ended question
3. Low-key question
4. Empathy
5. Responsibility
6. True
7. Leading question
8. Active listening
9. False
10. Interpersonal skills
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DETAILS OF LEARNING OUTCOME
LEARNING OUTCOME2 Participate in negotiations
CONTENTS:
 Questioning Techniques
 Codes of Practice and Guidelines for the Organization
 Organizations Policy Procedures for Negotiation
 Decision Making and Conflict Resolution Strategies Procedures
 Problem Solving Strategies on How to Deal with Unexpected Questions and
Attitudes During Negotiation
 Flexibility
 Empathy
 Interpersonal Skills to Develop Rapport with other Parties
 Communication Skills (verbal and Listening
 Observation Skills
 Negotiation Skills
ASSESSMENT CRITERIA:
1. Criteria for successful outcome are agreed upon by all parties
2. Desired outcome of all parties are considered
3. Appropriate language is used throughout the negotiation
4. A variety of questioning techniques are used
5. The issues and processes are documented and agreed upon by all parties
6. Possible solutions are discussed and their viability assessed
7. Areas for agreement are confirmed and recorded
8. Follow-up action is agreed upon by all parties
CONDITIONS::(Tools, equipment, s/m, references/materials)

The students/trainees must be provided with the following:
 CBLM
 Paper
 Learning Materials
 Pencil
 Eraser
METHODOLOGIES:
 Self-paced/
 modular
 Discussion
 Role play
 Brainstorming
Date Developed:
ASSESSMENT METHODS:
 Written test
 Direct Observation
 Interview
Date Developed:
LEARNING EXPERIENCE
LEARNING OUTCOME 2: Participate in Negotiations
Learning Activities Special Instructions
1. Read Information Sheet 3.2-1 on You may clarify with the

Participating in Negotiations facilitator if you have concerns
on the lesson
2. Answer Self Check No. 3.2-1 Compare answers with Answer

Key No. 3.2-1
You must answer all questions

correctly before proceeding to
the next activity.
3. Perform the Task Sheet No. 3.2-1 on Evaluate your performance using
Participating in Negotiations Performance Criteria Check List
No. 3.2-1
Your performance will also be

evaluated by your trainer using
the same Performance Criteria
Checklist
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INFORMATION SHEET 3.2-1
PARTICIPATING IN NEGOTIATIONS
LEARNING OBJECTIVES:
After reading this information sheet, you should be able to:
 Identify the skills needed in participating in negotiations
 Explain the code of practice, guidelines and organization policy in handling
negotiations
 Participate in a negotiation process.
Questioning Techniques
Asking the right question is at the heart of effective communications and information
exchange. By using the right questions in a particular situation, you can improve a
whole range of communications skills.
 Good negotiators ask intelligent questions

 Be clear about the purpose your question serves before speaking
 Clarify statements and check your commitment
 As other parties answer your questions, check if they comply with your agenda
 Keep questions short and simple
 Use silence, don’t just fill them
 If a question is worth asking then it is worth persisting with the probe until you
get an answer
 Phrase your question clearly and neutrally
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Codes of Practice and Guidelines for the Organization
A code of practice is not the same as your terms and conditions of sale, which are purely
to cover the legal aspects of the sales transaction.
A code of practice should reflect as far as possible the way that you do business, and
also cover any issues of potential misunderstanding concerned with your trading style,
and even your business philosophy.
Your code of practice should state your organization’s position on the issues that your
customers might consider to be important criteria in the approval of suppliers, so the
example below is not an exhaustive or definitive list.
A code of practice is a good way to state clearly your organization’s position on

important subjects like equality, ethics, contracts, conflict of interest and duty of care.
Organizations Policy Procedure for Negotiation
Organizations use policies and procedures to outline rules outline courses of action to
deal with problems. Organization's policies and procedures to make employees
understand the organization’s views and values on specific issues, and what will occur if
they are not followed. Policies are general statements of how an organization wants to
behave and procedures define exactly how to do a task or perform step by step .A policy
can be security related also and that can be used to identify risks and mitigate risks.
Five Stages of Negotiation
Five Stages of a Negotiation
Identify potential value

Stage 1: Prepare Begin to understand interests
Develop fact-base
Discovering and creating value

Stage 2: Information Exchange and Validation Assess interests
Build rapport and trust
Create and distribute value

Stage 3: Bargain Address interests
Make and manage concessions
Stage 4: Conclude Capture value
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Confirm interests have been met
Thank them
Expand value
Stage 5: Execute Addressing changing interests
Strengthen relationships
Decision Making and Conflict Resolution Strategies Procedures
Effective Negotiating requires a roadmap of where negotiations go wrong and a good

set of tools for resolving conflicts when they come up. Here are 5 tools you should bring
to the table.
1. Active Listening at the Negotiating Table
The best negotiators use active listening not only to resolve conflict but also to
gain more insight into how to produce satisfaction and maximize value.
2. Patience
Bringing patience to the table means keeping a cool head and finding solutions
that avoid losing out with pressured concessions when conflicts arise.
3. Don’t Let Conflict Avoidance Get You Off Track
A great negotiator knows to address conflict in order to avoid an impasse and

can use tools to improve outcomes and strengthen relationships over time.
4. Understand Which Negotiation Mode You Are In
Always be aware of which negotiation mode you are in or risk losing ground now
and in the future.
5. When a Molehill Becomes a Mountain
Master the art of managing conflict by understanding when it might provide

strategic advantage, when it might undermine your control and when it might.
Dealing with Difficult People

 Hostile Aggressive:
o Stand up for yourself; use self-assertive language
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o give them time to run down......avoid a direct confrontation
 Complainers:
o Listen attentively; acknowledge their feelings; avoid complaining with
them
o state the facts without apology.......use a problem solving mode
 Claims:
o keep asking open ended questions; be patient in waiting for a response
o if no response occurs, tell them what you plan to do, because no
discussion hastaken place
 Superaggreables:
o In a non-threatening manner, work hard to find out why they will not take
action
o Let them know you value them as people
o Be ready to compromise and negotiate, and don't allow them to make
unrealisticcommitments
o Try to discern the hidden meaning in their humor
 Negativists:
o Do not be dragged into their despair.........Do not try to cajole them out of
theirnegativism
o Discuss the problems thoroughly, without offering solutions
o When alternatives are discussed, bring up the negatives yourself
o Be ready to take action alone, without their agreement
 Know-it-Alls
o Bulldozers: Prepare yourself; listen and paraphrase their main points;
question toraise problems
o Balloons: state facts or opinions as your own perception of reality; find a
way forballoons to safe face; confront in private
 Indecisive Stallers
o Raise the issue of why they are hesitant...Possibly remove the staller from
thesituation
o If you are the problem, ask for help.....Keep the action steps in your own
hands
Date Developed:
Problem Solving Strategies on How to Deal with Unexpected Questions and
Attitudes During Negotiation
Problem-solving negotiation follows
the same process involved in any sort
of problem-solving. There is first a
definition of the problem, asearch for
solutions to it, and then an evaluation
of alternative solutionsagainst some
set of criteria. However, the process is
dynamic, and allstages are subject to
refinement based on developing
information andreassessments. Thus,
as a person reflects on possible
solutions to aproblem, she may also
begin to redefine the problem, and any
redefinition will lead to new possible
solutions. Similarly, as she evaluates
solutionsand focuses on the most
promising ones, she may discover that
her criteriafor evaluation are
inappropriate, causing her to develop
new criteria. Newevaluative criteria
might also lead to new ways of looking
at the problemand a new problem
definition, or to a renewed search for
possiblesolutions to the problem.
In dealing with unexpected questions

and attitude, there are four things that
should be kept in mind. I call them the 4 Bs: be calm, be prepared, be focused and be
blunt.
 Be Calm. No matter how others act, what strategy they use or what behavior
they demonstrate, we need to stay in control. This is especially true when we feel
blindsided or surprised. If we react without thinking, in anger or with emotion,
we will almost certainly regret it later.
 Be Prepared. Forewarned is forearmed. The more we know and prepare for a
negotiation, the less likely it is that we will be surprised. It also improves our
confidence in managing difficult negotiators.
 Be focused. Remain focused on your objectives and don’t let styles and
behaviors take you off track. Take the view that the style being used by the
difficult negotiator results from past learning. That is, they use it because they
believe it has worked for them in the past and will work for them now. We need
to understand what it is they want to achieve and help them achieve it. Help
Date Developed:
them see that the behavior isn’t advancing their interests. Keep the discussion
focused on everyone’s needs—especially your own.
 Be blunt. If they’re tough, we need to be assertive in equal or greater measure.
We should always be unconditionally constructive and respectful. That doesn’t
mean that we let others walk over us.
Flexibility
Unfortunately, negotiations don’t always pan out according to Plan A, which is why it’s
important to always have a Plan B up your sleeve.
A flexible mindset requires a willingness to quickly change course and move on when
required; most stalled or failed negotiations happen because one or both parties is
unable to do so. Fortunately, a negotiator’s toolkit contains tactics to get negotiations
back on track through the discovery of areas of shared interest or common ground.
Being flexible doesn’t necessarily mean abandoning your ultimate goals or targets.
Instead, it’s about being willing to change (and potentially change again) the route that
will get you there.
Empathy
A key pillar of effective communication involves putting yourself in the other person’s
shoes to better understand their perspective.
Considering the other party’s motivations, challenges, history, and pressures will help
you not only comprehend the context behind their negotiating position but also enable
you to propose solutions that play to these factors and better appeal to the other party.
Part of being empathetic is to listen carefully and respond appropriately when the other
party shares information with you. Poor listeners miss opportunities.
Interpersonal Skills to Develop Rapport with Other Parties
Interpersonal skills are the skills we use every day when we communicate and interact
with other people, both individually and in groups.
Interpersonal skills includes:
 Communication skills, which in turn covers:

o Verbal Communication – what we say and how we say it;
o Non-Verbal Communication – what we communicate without words, for
example through body language, or tone of voice; and
o Listening Skills – how we interpret both the verbal and non-verbal
messages sent by others.
Date Developed:
 Emotional intelligence – being able to understand and manage your own and
others’ emotions.
 Team-working – being able to work with others in groups and teams, both
formal and informal.
 Negotiation, persuasion and influencing skills – working with others to find a

mutually agreeable (Win/Win) outcome. This may be considered a subset of
communication, but it is often treated separately.
 Conflict resolution and mediation – working with others to resolve interpersonal

conflict and disagreements in a positive way, which again may be considered a
subset of communication.
 Problem solving and decision-making – working with others to identify, define

and solve problems, which includes making decisions about the best course of
action.
Good interpersonal skills are the foundation for good working and social relationships,
and also for developing many other areas of skill.
It is therefore worth spending time developing good interpersonal skills.
Communication Skills (verbal and Listening)
Effective communication is crucial to negotiation, persuasion and relating to different

human behaviors. The ability to listen, ask the right questions at the right time and
come across with confidence and credibility is an important part of the subtle mix of
skills needed to succeed in our complex world.
Observation Skills
In a negotiation, you must be aware of what motivates you to adopt certain actions
during the negotiation, and you must be observant of the opposing negotiator’s body
language.
Perceiving how other people are feeling is a critical component of emotional
intelligence, and it’s particularly key in negotiations (as Adam Galinsky and his
colleagues have found). So tune in to your counterpart’s body language, tone of voice,
and choice of words. When her verbal and nonverbal cues don’t match up, ask
questions. For example, “You are telling me you like this outcome, but you seem uneasy.
Is something making you uncomfortable?” Or “You say you’re angry, but you seem
somewhat pleased. Are you truly upset about something? Or are you trying to
intimidate me?”
Date Developed:
Asking pointed questions based on your perceptions of the other party’s emotional
expressions will make it easier for you to understand her perspective (a task people are
shockingly bad at, according to research by Nicholas Epley). It will also make it difficult
for a counterpart to lie to you; evidence suggests that people prefer to tell lies of
omission about facts rather than lies of commission about feelings.
Negotiation Skills
Negotiation skills are qualities that allow two or more parties to reach a compromise.
These are often soft skills and include abilities such as communication, persuasion,
planning, strategizing and cooperating. Understanding these skills is the first step to
becoming a stronger negotiator.
The skills you’ll need depend on your environment, your intended outcome and the
parties involved. Here are a few key negotiation skills that apply to many situations:
 Communication: Essential communication skills include identifying nonverbal

cues and expressing yourself in a way that is engaging. It is important to
understand the natural flow of conversation and always ask for feedback. Active
listening skills are also crucial for understanding the other party. By establishing
clear communication, you can avoid misunderstandings that could prevent you
from reaching a compromise.
 Persuasion: The ability to influence others is an important skill for negotiation.

It can help you define why your proposed solution is beneficial to all parties and
encourage others to support your point-of-view.
 Planning: In order to reach an agreement that benefits both parties, it is crucial

you consider how the consequences will impact everyone in the long-term.
Planning skills are necessary not only for the negotiation process but also for
deciding how the terms will be carried out.
 Strategizing: The best negotiators enter a discussion with at least one backup
plan, but often more. Consider all possible outcomes, and be prepared for each of
these scenarios.
References: https://www.businessballs.com/business-startup/code-of-practice-sample/
https://www.omnisecu.com/ccna-security/organizational-policies-
procedures-standards-and-guidelines.php#:~:text=Organization's
%20policies%20and%20procedures%20to,or%20perform%20step
%20by%20step%20.
https://www.watershedassociates.com/learning-center-item/negotiation-
stages-introduction.html
Date Developed:
https://www.imd.org/research-knowledge/articles/negotiation-and-
dispute-resolution/
https://www.karrass.com/en/blog/conflict-resolution-strategies
https://core.ac.uk/download/pdf/159567784.pdf
https://www.hrexchangenetwork.com/hr-talent-
management/columns/dealing-with-difficult-negotiators
https://www.thomasnet.com/articles/other/negotiation-skills/#register
https://www.skillsyouneed.com/interpersonal-skills.html
https://hbr.org/2015/12/emotion-and-the-art-of-negotiation
Date Developed:
SELF-CHECK N0. 3.2-1
PARTICIPATING IN NEGOTIATION
True or False. Write T on the space provided beside the number if the statement is
correct. Otherwise, write F.
_____1. Asking the right question is at the heart of effective communication and
information exchange.
_____2. Code of practice the same as your terms and conditions of sale, which are
purely to cover the legal aspects of the sales transaction.
_____3. The first stage of negotiation is information exchange and validation.
_____4. The best negotiators use active listening not only to resolve conflict but
also to gain more insight into how to produce satisfaction and maximize
value.
_____5. In dealing with hostile aggressive people, stand up for yourself and do not
use self-assertive language.
_____6. A key pillar of effective communication involves putting yourself in the
other person’s shoes to better understand their perspective.
_____7. Discuss problems thoroughly to negativists without offering solutions.
_____8. Execute is the fourth stage in negotiation.
_____9. A great negotiator knows to address conflict in order to avoid an impasse
and can use tools to improve outcomes and strengthen relationships over
time.
_____10. In a negotiation, you must be aware of what motivates you to adopt certain
actions during the negotiation, and you must be observant of the opposing
negotiator’s body language.
Date Developed:
ANSWER KEY 3.2-1
PARTICIPATING IN NEGOTIATION
1. T
2. F
3. F
4. T
5. F
6. T
7. T
8. F
9. T
10. T
Date Developed:
TASK SHEET 3.2-1
Title: Participating in Negotiations
Performance Objective: Using your negotiation skills, persuade facilitator to purchase

a hard to sell product.
Supplies / Materials:
Equipment:PC with internet connection
Procedure:
1. Think of a hard to sell product.
2. Make a research online of the product features and functionality
3. Sell the product to your facilitator.
Assessment Method:
 Portfolio Analysis
Date Developed:
PERFORMANCE CRITERIA CHECKLIST 3.2-1
PARTICIPATING IN NEGOTIATIONS
CRITERIA YES NO
Are you well prepared for the product presentation?
Did you demonstrate proper communication skills during the presentation
Did you handle the questions properly?
Were you able to persuade the facilitator in buying the product?
Instructor’s Signature : __________________________

Student’s Signature : __________________________
Date of Performance : __________________________
Date Developed:

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COMPETENCY - BASED LEARNING MATERIALS

Qualification: BOOKKEEPING NC III

A Certificate of Achievement will be awarded to you after passing the evaluation.

No. Unit of Competency Module Title Code

Lead Workplace Leading Workplace

2 Lead Small Team Leading Small Team 500311110

Develop and Practice Developing and Practicing

6 Use Relevant Technologies Using Relevant Technologies 500311114

QUALIFICATION: BOOKKEEPING NC III

UNIT OF COMPETENCY : Develop and Practice Negotiation Skills

NOMINAL DURATION : 2 hours

LEARNING OUTCOMES: Upon completion of this module the students/trainees will be

LO1. Plan negotiations

CONDITIONS:(Tools, equipment, s/m, references/materials)

Learning Activities Special Instructions

2. Answer Self Check No. 3.1-1 Compare answers with Answer

You must answer all questions

After reading this information sheet, you should be able to:

Negotiation is a method by which people settle differences. It is a process by which

In any disagreement, individuals understandably aim to achieve the best possible

Preparing for Negotiation

1. Check Whether You're In A Negotiating Situation.

A negotiating situation exists when you are in any communication or problem-

2. Clarify Your Aims.

4. Negotiate With Your Own Side.

It is rare to go into a negotiation only representing yourself. Usually you

A BATNA is your Best Alternative To a Negotiated Agreement and is the only

6. Prepare The Setting.

7. Prepare Yourself Mentally.

The right attitude towards negotiations is the principal difference between

 aim to be tough, business-like, alert and unyielding

 Why are they negotiating with me?

We talk about Positive Negotiations when we are

Creating Nonverbal Environment

Environment involves the physical and psychological aspects of the communication

Physical environment is an important component of nonverbal communication and can

 Personal Space (Proxemics): The use of physical space in personal

Active listening is invaluable in ensuring successful negotiations. In fact, active listening

Effective active listening can shift tensions and

Different Questioning Techniques

Effective and Useful Questions

Example: “How did you arrive at that particular price?”

2. Open opportunity question

Example: “What do you think of this option as a solution?”

This is an effective means to both be complimentary towards the other

7. Probing deeper question

Ensure Correctness and Up to Date Information

 Use reliable data resources

 Maintain the neutrality

Rumors, claims and exaggerations pertaining to a specific issues or tasks may

A handful of personal characteristics and social attributes contribute to successful

 Empathy is the ability to participate in another’s feelings or ideas, to put

Effective negotiators have the interpersonal skills to maintain a good working

LEARNING OUTCOME2 Participate in negotiations

CONDITIONS::(Tools, equipment, s/m, references/materials)

Learning Activities Special Instructions

1. Read Information Sheet 3.2-1 on You may clarify with the

2. Answer Self Check No. 3.2-1 Compare answers with Answer

You must answer all questions

Your performance will also be

 Good negotiators ask intelligent questions

A code of practice is a good way to state clearly your organization’s position on

Organizations Policy Procedure for Negotiation