8/5/2016 R E F R A M I N G N E G O T I A T I O N WHAT MAKES US

Size: px

Start display at page:

Download "8/5/2016 R E F R A M I N G N E G O T I A T I O N WHAT MAKES US"

Dwain Jenkins
5 years ago
Views:

NEGOTIATE? WHY? WHEN IS NEGOTIATING HARD? WHAT MAKES NEGOTIATION DIFFICULT? WHEN IS NEGOTIATING EASIER? WHAT MAKES IT EASIER?

1 R E F R A M I N G N E G O T I A T I O N ALLISON M. VAILLANCOURT, Ph.D. Vice President, Business Affairs & Human Resources The University of Arizona WACUBO BUSINESS MANAGEMENT INSTITUTE August 2016 WHO LIKES TO NEGOTIATE? WHY? WHEN IS NEGOTIATING HARD? WHAT MAKES NEGOTIATION DIFFICULT? WHEN IS NEGOTIATING EASIER? WHAT MAKES IT EASIER? WHAT MAKES US ARE WE WORTH IT? A DESIRE NOT TO BE PERCEIVED AS PUSHY FEAR OF DAMAGING RELATIONSHIPS SOMETHING IS BETTER THAN NOTHING WHAT IF THEY RESCIND THE OFFER/STOP TALKING? A LACK OF DATA IT DIDN T WORK LAST TIME 1

2 DINNER PLANS TODAY S ASK CREATE MORE OPTIONS PAY ATTENTION WE NEGOTIATE 2

MANY THINGS ARE NEGOTIABLE NEGOTIATING A WORK SCHEDULE PURCHASING A HOME APPLIANCE ACQUIRING NEW SPACE CONSIDERING A PROFESSIONAL ASSOCIATION LEADERSHIP ROLE DISTRIBUTIVE BARGAINING INTEGRATIVE

3 MANY THINGS ARE NEGOTIABLE NEGOTIATING A WORK SCHEDULE PURCHASING A HOME APPLIANCE ACQUIRING NEW SPACE CONSIDERING A PROFESSIONAL ASSOCIATION LEADERSHIP ROLE DISTRIBUTIVE BARGAINING INTEGRATIVE NEGOTIATION POSITIONAL BARGAINING PRINCIPLED NEGOTIATION STEPS OF PRINCIPLED NEGOTIATION UNCOUPLE PARTIES FROM THE PROBLEM TARGET UNDERLYING CONCERNS DEVELOP JOINT SOLUTIONS APPLY OBJECTIVE STANDARDS 3

MARKET VALUE CRITERIA EFFICIENCY SALARY SURVEYS PRECEDENT PAST PRACTICE PROFESSIONAL STANDARDS COMPARISON TO OTHERS MORAL STANDARDS LEGAL STANDARDS EQUAL TREATMENT SCIENTIFIC JUDGMENT WHAT A COURT

4 MARKET VALUE CRITERIA EFFICIENCY SALARY SURVEYS PRECEDENT PAST PRACTICE PROFESSIONAL STANDARDS COMPARISON TO OTHERS MORAL STANDARDS LEGAL STANDARDS EQUAL TREATMENT SCIENTIFIC JUDGMENT WHAT A COURT WOULD DECIDE Roger Fisher, William Ury, Bruce Patton. Getting to Yes New York: Penguin Books; SEPARATING INTEREST I M NOT WILLING TO WORK ON SATURDAY WE NEED TO MOVE WITHIN 30 DAYS I CAN T SUPPORT HER VP CANDIDACY WE HAVE TO ASK LOOK BEYOND THE FIRST TWO POSITIONS WE HAVE TO PAY ATTENTION 4

DEGREE OF COOPERATION WHAT IS YOUR NEGOTIATION STYLE? ACCOMMODATING AVOIDING COMPROMISING COLLABORATING COMPETING LEVEL OF ASSERTIVENESS Thomas-Kilmann Conflict Mode Instrument.

5 DEGREE OF COOPERATION WHAT IS YOUR NEGOTIATION STYLE? ACCOMMODATING AVOIDING COMPROMISING COLLABORATING COMPETING LEVEL OF ASSERTIVENESS Thomas-Kilmann Conflict Mode Instrument. Available at COOPERATIVE MOVE PSYCHOLOGICALLY TOWARD OPPONENT MOVE PSYCHOLOGICALLY COURTEOUS, AGAINST OPPONENT SINCERE, REASONABLE REVEAL IMPORTANT INFORMATION TRY TO UNDERSTAND OTHER S PERSPECTIVES COMPETITIVE MANIPULATIVE, INSINCERE CONCEAL KEY INFORMATION FOCUS ON OWN INTERESTS Charles Craver. Negotiation Styles: The Impact of Bargaining Transactions. Dispute Resolution Journal. February-April 2003, Vo. 58, No. 1, BUSINESS MANAGER & 5

6 WHEN IT S TIME TO PHRASES I KNOW WE BOTH WANT WHAT S FAIR. I APPRECIATE WHAT YOU VE DONE FOR ME. THIS WILL BE BENEFICIAL FOR THE DEPARTMENT CAN WE AGREE THAT WE WILL USE CUPA-HR SALARY DATA TO ESTABLISH A STARTING SALARY? I JUST WANT A SALARY I CAN FEEL GOOD ABOUT. CAN YOU HELP ME UNDERSTAND HOW YOU WILL MAKE YOUR DECISION? ARE YOU WILLING TO SHARE HOW YOUR PROMOTIONAL DECISIONS ARE MADE? THE POWER OF 6

Decisions. Organizational Behavior &Human Decision Processes, 1998, 39(1), 84-87.

7 George Northcraft and Margaret Neale. Experts, Amateurs, and Real Estate: An Anchoringand-Adjustment Perspective on Property Pricing Decisions. Organizational Behavior &Human Decision Processes, 1998, 39(1), Tandem anchoring: Informational and politeness effects of range offers in social exchange. Ames, Daniel R.; Mason, Malia F. Journal of Personality and Social Psychology, Vol 108(2), Feb 2015, CONCEDE POINT-BY-POINT DELAY YOUR RESPONSE TO A DISAPPOINTING OFFER INVITE THE OTHER PARTY TO CONSIDER YOUR REQUEST ASK FOR TIME TO CONSIDER OR CONDUCT MORE RESEARCH 7

8 $3,000, UNLESS YOU THINK I CAN GET BY WHEN THE FIRST OFFER IS ASK FOR TIME TO CONSIDER ASK FOR MORE GENDER RELATED RISKS IN 8

line learning to balance and monitor one s self-presentation as both competent (masculine) and likeable (feminine) is vital for negotiation and career success.

9 line learning to balance and monitor one s self-presentation as both competent (masculine) and likeable (feminine) is vital for negotiation and career success. Tinsley, C.H., Cheldelin, S., Schneider, A.K., & Amanatullah, E.T. (2009) Women at the bargaining table: Pitfalls and prospects, Negotiation Journal, Vol. 25.2:233. 9

Roger Fisher, William Ury, Bruce Patton. Getting to Yes. New York: Penguin Books, 1991. L. Babcock & S. Lascehver. (2008). Ask for It. New York: Bantam Dell.

EXPLAIN WHY YOU ARE BEING ASSERTIVE I wouldn t be a very good department director if I didn t ask for more resources. Tinsley, C.H., Cheldelin, S., Schneider, A.K., & Amanatullah, E.T. Women at the bargaining table: Pitfalls and prospects.

10 Roger Fisher, William Ury, Bruce Patton. Getting to Yes. New York: Penguin Books, L. Babcock & S. Lascehver. (2008). Ask for It. New York: Bantam Dell. 8/5/2016 PLAY INTO THEIR MAKE REQUESTS ON BEHALF OF YOUR TEAM You ve assembled a remarkable administrative services team and I'd like them to know how much we appreciate them. EXPLAIN WHY YOU ARE BEING ASSERTIVE I wouldn t be a very good department director if I didn t ask for more resources. Tinsley, C.H., Cheldelin, S., Schneider, A.K., & Amanatullah, E.T. Women at the bargaining table: Pitfalls and prospects.(2009) Negotiation Journal, Vol. 25:2, 233. AN ASSERTIVE MESSAGE Describe the situation or problem in terms of the facts. Show that you understand the other person s feelings. Tell the other person how you feel about the situation or how it is affecting you. Tell the person what you want or what you are willing to do or both. If you never hear no, you re not asking enough. 10

11 PEOPLE SAY YES TO PEOPLE THEY LIKE. Allison Vaillancourt 11

GAIN THE EDGE! NEGOTIATING TO GET WHAT YOU WANT

GAIN THE EDGE! NEGOTIATING TO GET WHAT YOU WANT by Martin E. Latz, Esq. Adj. Prof. of Law Negotiation 1995-2005 Arizona State University College of Law ACLEA Boot Camp January 28, 2017 Nashville, Tennessee