NEGOTIATION

TECHNIQUES

Lecturer : Yılmaz Bayar

Reference : United Nations Standart Generic
Trainning Materials
 AGENDA

1. GENERAL

2.  PRINCIPLES OF NEGOTIATION

3.  NEGOTIATION PHASES

GENERAL

Negotiation helps a
meaningful communication
to occur between sides.
 GENERAL

Negotiation is ...

• ... not capitulation (surrender),

• ... a process, not an outcome,

• ... communication that aims at

reaching agreement.
 GENERAL
DEFINITION OF NEGOTIATION

… is a direct dialog with one or

more sides aimed at looking for
an agreement.

… is discussion for agreement.

 GENERAL
TYPES OF NEGOTIATION

• WIN-WIN,

• WIN-LOOSE.
 GENERAL
Definitions:

– Positions: Stated aim of each side

– Needs: Essential human requirements at the

basis of all negotiations

– Interests: The needs each side must satisfy to

consider negotiation a success
 GENERAL
CONCEPTS
• Normally we approach negotiation
positionally
• Positions reflect underlying
interests
• Skilled negotiators move from
positions to interests
• Interests reflect true goals
 GENERAL
STARTING POINT
or
BUILDING
POSITIONS
POSITIONS UNDERSTANDING

INTERESTS
INTERESTS

SOLUTIONS
SOLUTIONS
 GENERAL
STARTING POINT
Position A Position B
(solution that A (solution that B
wants) wants)
Issues Issues
(Topics/areas identified jointly by the sides to be discussed and negotiated)

Interests Interests

Different & competing Common Different &

Interests Interests competing Interests
Options

Mutually acceptable agreement

based on interests.
 GENERAL

Everybody has different

views on issues...
…..and the interpretation of
facts can be different...
 PRINCIPLES
OF NEGOTIATION
• Refrain from "win-lose“ solution

• Settlement based on principles

• Resolution of arguments with the

agreement of all sides
NEGOTIATION PHASES

1. Preparation

2. Accomplishment

3. Closing
 PREPARATION
• Where and with whom the negotiation is to be
held
• Agenda, be prepared to make adjustments
(isolate the real disputes from peripheral issues)
• If possible meet the party/ies separately before the meeting
• Consult experts if necessary and get advice
• Request the party/ies for a suitable time
• Appoint an assistant negotiator and a secretary
• Arrive at the negotiation in good manner
 PREPARATION

Sufficient preparation saves you

from surprises....
• What do I want to achieve?
• What does my opponent want to achieve?
• In which matters do we share a common
interest?
• What is the minimum result I have to achieve
and how realistic is it?
• What authority I have, to bargain and decide?
 ACCOMPLISHMENT

• Do not begin immediately, shake hands,

introduce yourself and team
• Exchange polite phrases

• Always accept refreshments if offered

• Try to make your opponent to begin-

start smoothly
 ACCOMPLISHMENT

•Listening actively with understanding, even if

you do not agree with what is being said.

•Be alert and focused on the person speaking.

•Do not speak to your colleagues when the

other person is speaking.
 ACCOMPLISHMENT
•Listen and restate in your own words what
another person is saying.
•Be open to hearing the perceptions and needs
of others, even if you disagree with what they are
saying.
•Shift the focus from positions to interests,
encouraging flexibility expressing something in a
different way.
 ACCOMPLISHMENT
Communication Techniques

 Emphatic Listening (Alert & focused)

 Paraphrasing (for clarification)

 Communicating openness (How would that

work if …)
 Reframing (In other words, you want…)

 Non-verbal communication (Body-Language)

 ACCOMPLISHMENT
Communication Techniques

• Non-verbal acknowledgement that you are

willing to listen

• Non-verbal communication is culture specific

• Observe opponents’ (& yours) body language

 Observe body language, it’s
always useful
BODY LANGUAGE

MOST OF COMMUNICATION IS NON-VERBAL

 WAYS OF CONVEYING THE MESSAGE

...ABC... WORDS %7

VOICE %38

BODY
LANGUAGE
%55
“Ferris & Mahrebian ‘ Inference of from nonverbal communication in two channels’
The Journal of Counselling Psychology
 BODY LANGUAGE

•Body language as important as what is being said

•Words can hide true feelings - body language is

difficult to hide

•We must become masters of controlling our own

body language
BODY LANGUAGE
 BODY LANGUAGE

1. Close Intimate Zone: 0 - 25 cm.

2. Intimate Zone: 25 - 45 cm.

3. Personal Zone: 45 - 120 cm.

4. Social Zone: 120 - 360 cm.

5. Public Zone: 360 cm. - …

Ref.: Anthropologist Edward T. Hall’s research in American Society.

 EYE CONTACT

• Eyes are the “windows of the soul”

• Pupils are indicators of mood changes
• Eye contact is a key to honesty
BODY LANGUAGE
BODY LANGUAGE
BODY LANGUAGE
 BODY LANGUAGE

•Openness: Open visible hands & moving shoulders

 BODY LANGUAGE

•Defensiveness: Arms & legs crossed; though fists

 BODY LANGUAGE

•Indifference: Lean back to chair & hands in back of head

 BODY LANGUAGE

•Evaluation: Hands holding head like cradle;

fingers touching jaw
 BODY LANGUAGE

•Readiness: Hands on table (edge of chair)

 BODY LANGUAGE

•Readiness: Hands in pockets (on hips)

BODY LANGUAGE

• Boredom
 BODY LANGUAGE

•Suspicion: Sideways look; touching nose with hand

BODY LANGUAGE

•Nervousness
BODY LANGUAGE

•Anger and Fear

 BODY LANGUAGE

•Mixed signals within a team

Showing interest Disbeilef; bored

 ACCOMPLISHMENT

• Talk to leader

• Carefully remind your opponent about

agreements, earlier statements by the
counter part etc.
 ACCOMPLISHMENT

• Do not give any promises. Be impartial

and correct

• Remember abilities and limitations of

your organization
 CLOSING

• Close the negotiation by repeating

what have been agreed

• Leave the “open door”

• Request points of the meeting

 CLOSING

• Request another time for renewed

negotiation
• Set the time and place for continued
negotiation
• Do not forget the closing polite
phrases etc.
 AN EFFECTIVE
NEGOTIATOR
• Is an effective listener

• “Firm and flexible”

• Separates personalities from the problems

• Identifies and overcomes assumptions

• Looks for solutions to the “big picture”

 AN EFFECTIVE
NEGOTIATOR
• Considers facts not presumptions

• Commits the necessary time to the process

• Commits to an outcome which is mutually

acceptable
• Is imaginative in finding solutions
 DIFFICULT
NEGOTIATIONS

• Follow your own line, do not react point-

to-point to their arguments
• Ignore all threats, do not take it
personally
• Speak quieter and slower
 DIFFICULT
NEGOTIATIONS
Self control is a basic
requirement....
• Listen to what they say & try to identify their
real needs/wants
• Paraphrase their interests not their points

• Take a break & refreshments

 PRIMARY
NEGOTIATOR
The person who conducts the main
negotiation;
– Develops the dialog, conducting it in
accordance with the plans,
– Is the primary person responsible for
establishing a positive relationship with
the other side,
– Utilizes body language to maximum effect
and is focussed to the affect his language
is having on the other side,
 PRIMARY
NEGOTIATOR
– Must use communication skills to
maximum effect in order to gather as
much information as possible,
– Makes the offers and counter-offers,

– Must be prepared as a negotiation

tactic.
 SECONDARY
NEGOTIATOR
The person who acts as backup for the
primary negotiator and fulfils secondary
roles;

– Conducts active listening free of

distraction listens for key interests that
may be missed by primary negotiator,

– Tries to ensure that current negotiation

plan is workable,
 SECONDARY
NEGOTIATOR
– Passes information during the dialog to
the primary negotiator,

– Observes the body language of both

teams,

– Takes notes about the body language

associated with moments of importance
in the negotiation.
 NOTE-TAKER
The person who takes notes about what has
been said (main points only);
– Prior to beginning of negotiation, his job
should be explained to the other side,

– He may be required to show his notes to

the other side at the end of the negotiation,

– Records key issues,

 NOTE-TAKER

– Monitors conversation for interests of

the other party and brings those
interests to the attention of the primary
negotiator,
– If necessary, prepares the agreement
to be signed,
– Prepares a summary (as background
for future negotiations).
 EXPERT/TECHNICIAN

• Depending on the subject, it may be

important to have a subject matter expert
on the team (engineer, lawyer or similar),
• The expert/technician also has to know the
plan for the negotiations so that he/she can
be prepared.
 OVER ALL …
• Preparation is the key,
• Use initiative (Try & produce creative solutions),
• Don’t Make Promises,
• Be in Control, Use Self-Restraint,
• Don’t Lie,
• Finish on a Positive Note,
• Record Results.
 OVER ALL …
“Redlights” “Greenlights”
No preparations Have an agenda or a list
No introduction Always identify who is who
Make eye contact
Wrong approach
Friendly approach
No warm - up Based on precise
No notes recordings
Don’t make promises
beyond your competence
 The golden rule
(which fits to all cirmcumstances..)

KISS
• Keep
• It
• Stupid
• Simple
Questions?

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