Kode MK – TEKNIK NEGOSIASI

PREPARATION AND PLANNING

FLORIDA DAMANIK

PRODI. TEKNIK INFORMATIKA (S-1)

PREPARATION AND PLANNING
“I will prepare and some day my chance will come.”
• Abraham Lincoln

• Yes, be prepared
• Do your homework
 Set Your Goals

The secret of success is being crystal clear as to your

purpose and direction and having the courage to act
accordingly.—J. Donald Walters Ask yourself: What do you
want from this negotiation? Set goals and define your limits.
What are your aspirations? What is your resistance? Your
goals carry you right to the end of the negotiation, enabling
you to decide to close the deal or walk away.
Know Yourself
• Can you remember who you were, before the world told you who you should be?—
Charles Bukowski, Post Office Reflect upon your present blessings – of which every man
has many – not on your past misfortunes, of which all men have some.—Charles Dickens
Everyone has his or her own strengths. There is a wise Shaolin saying that goes:
• “Fear not the 10,000 moves practised once. Fear the single move practiced 10,000
times.” Ask yourself: Do you know your strong points? Do you know of any skill (s), any
particular move(s) that you have known since you were young? Reflect. Think about it.
Think of any such thing that you are good at, your second nature, and perhaps, here, no
one can match you. How can then you capitalise on such strength(s)?
• On identifying it or them, practise and practise to hone and perfect the skill(s) or build
your negotiation competitive advantage. To succeed not only in negotiations but also in
life as a whole, one should know and capitalise on one’s strengths, and eliminate one’s
weaknesses. Then, it is tantamount to the Chinese saying, “Raising one’s sail one foot
and getting ten feet of wind”.
Decide Who Is To Negotiate
• Never try to negotiate with anyone after he or she has eaten. People are best persuaded on an empty stomach.
And forget power breakfasts. There is no convincing anyone of anything before 10 A.M.—Joyce Brothers
Should you use a single negotiator, a duo or a team to negotiate with the OP? When choosing negotiators,
you need to consider the person’s standing (position in the company) or reputation and his (or her)
negotiation skills and experience. Additionally, ask: Is he or she highly reliable and independent?
• Is he or she confident? Is he or she fair and honest? What is his or her value system? What are his or her
values? (Values are key beliefs, close or dear to one’s heart, and one’s key values are likely to affect one’s
decision-making processes and thoughts. They also affect one’s ethical codes or standards and actions.)
Does he or she have the necessary communication/interpersonal or presentation skills? Does he or she have
good listening skills? (If you are an employee, and negotiating with the executive/ supervisor, do this
• executive/ supervisor listens enough to you as an employee?) Is he or she a quick thinker? Can the person
think on his or her feet? Does he or she have the necessary patience and tolerance? Is he or she flexible
enough as well as having the hallmark of being diplomatic? Surely, a person who is fair-hearted and lets go
easily cannot win! So, of importance, we also need to ask:
Prepare Your Appearance, Dress and Manners
• What is your power dressing?
• Making the first impression counts—there is no second chance.
We all know that we cannot dress like a misfit with a half-
opened shirt and expect to be treated with respect. As a human
resource practitioner, I am at times astounded at the outfits
some job applicants have worn when coming to the recruiters’
office. If you are going to err, it is better to err on the side of
formality. In any negotiation, you need to dress better than you
think you have to, even if you think an encounter will be fairly
casual.
Prepare Your Appearance, Dress and Manners

1.Plan Time/Timing for the Negotiation

2.Prepare in Advance for the Negotiation Place/
Environment
3.Prepare a List of Questions To Ask
4.Prepare for the Words To Be Used
5.Decide on the Channels of Communication
6.Set the Agenda
Preparing for Negotiating with Someone from Another Culture

• Make some special considerations when negotiating with someone from another culture When meeting
Chinese people for the first time, for example foreigners visiting China have an excellent chance of being
asked one or more of these “top” questions: “Do you speak Chinese?” “Is this your first time here?” (Or
“Have you visited China before?”) “What do you think of us, the Chinese?” (Or “What’s your first
impression of us?”) “Are you accustomed to Chinese food?” “What kind of work do you do?” “Are you
married?” “Do you have any children?” “What do you think of China?” Take these as the building of a
common ground, that is the meeting points of two parties. Like many of us, a lot of Chinese know relatively
little about the world beyond China, so they will first seek to engage you in conversation concerning
something about which they have some knowledge.
• A Chinese person might even ask you how much you earn, for example since salary was traditionally not a
secret under the communist system. The Chinese sometimes also comment on physical traits that Westerners
generally deem off-limits in polite conversation such as a person’s weight, height, baldness and handicap.
Don’t be offended; instead look at this as a positive point. The Chinese are helping you; these questions are
made or meant to build a common ground. Handle these as best you can and if you object to handling them
directly, you can dismiss them with a little humour. But overall, take this as ice-breaking and relationship
building between the Chinese and you.
“The forest was shrinking but the trees kept voting
for the axe, for the axe was clever and convinced the
trees that his handle was made of wood; he was one
of them.” Turkish Proverb
Special Mention of Indonesia: Capitalising on “Flexibility”
• I was fortunate to spend about 2 years in Indonesia in the early 1990s and since then I
have conducted training occasionally in Indonesia. Indonesia is Singapore’s largest
neighbour and hence my special mention in this chapter. Each time before I set off for
training in client companies in Indonesia, like a typical Singaporean, I would fax checklists
of training room requirements—of what’s to be done—and when I was there, things were
not done accordingly. And I had to go through the motion again. Singaporeans appear to
be very structured in comparison with Indonesians. Careful planning (Shen, best
illustrated in the Chinese saying, “Thinking critically three times before you act”) appears
to be relatively a strong Singapore cultural trait among Singapore companies too.
“Singapore is prominent as a country where planning succeeded” (Lam and Tan 1999, p.
42).
• As foreigners, whatever we might feel are drawbacks in Indonesian life, it is essential to
remind ourselves that Indonesia will probably never be like our country, and that the
Indonesians are indeed proud of who they are, how they do things and what they have
achieved.
Sun Tzu, the Art of War and Negotiation
• We negotiate to get businesses, clinch deals and gain
contracts. To paraphrase the opening statement of Sun Tzu’s
work, negotiation is a matter of vital importance to the business.
Negotiation concerns the profits and losses of the company,
and affects the survival and demise of the company. It must be
thoroughly studied.
• This section seeks to translate several principles of Sun Tzu’s
The Art of War into key principles in the fine art of effective
negotiation. Many principles in Sun Tzu’s The Art of War appear
applicable but what is critical is for us to pick what may be
classified as key planning essentials when applied to effective
negotiations.