Achieving a Win - Win Negotiation

Transcription

1 Communicating for Impact: Achieving a Win - Win Youth Leadership Initiative Aug 2009 By: Ahmed AbdelRazik Brought to you by Alashanek Ya Balady in association with Vodafone

2 Before we start What are your expectations? How should we work together? 2

3 Agenda Introduction What is the nature of? Getting ready for negotiation Exercise #1 How to be a powerful negotiator Managing Power Exercise #2 Closing 3

4 It s not child play N.B:Wooden Game 4

5 What is?? Process of communicating back and forth to reach an agreement. 5

6 Who Negotiates? 6

7 Why? To create something new that neither party could do on his or her own To resolve a problem or dispute, between the parties 7

8 Why? Parties prefer to search for agreement rather than: Fight openly Surrender Permanently break off contact Take their dispute to a third party 8

9 Characteristics of 2 or more parties. Conflict of interest between parties. Better deal than taking what the other side will give them. 9

10 When you shouldn t negotiate? When you d lose the farm When your are running at capacity When the demands are unethical When you don t care When you don t have time When they act in bad faith When waiting would improve your position When you are not prepared 10 Video

11 Getting ready for negotiation Defining the issues Defining interests Defining limits Defining one s own objectives and opening bids Defining the constituents to whom one is accountable Understanding the other party and its interests and objectives Planning the issue presentation and defense Defining protocol: where and when the negotiation will occur, who will be there, agenda etc 11

12 Key aspects in Interdependence Win-lose: I win, you lose. Lose-win: I lose this time, but I will win next time. Win-win: Opportunities for both parties to gain. BATNA: Best Alternative to a Negotiated Agreement 12

13 Consequences of Interdependence Value creation Managing conflict 13

14 Consequences of Interdependence Value Creation Synergy "the whole is greater than the sum of its parts". 14

15 Consequence of Interdependence Managing Conflict Conflict may be defined as: Sharp disagreement, as of interests or ideas" and includes: "the perceived discrepancy belief that the parties' current aspirations cannot be achieved simultaneously" 15 Interpersonal Skills

16 Levels of Conflict Intrapersonal Conflict 16 Interpersonal Skills

17 Levels of Conflict Interpersonal Conflict 17 Interpersonal Skills

18 Levels of Conflict (cont.) Intragroup Conflict Intergroup Conflict Conflict can occur within groups and among groups simultaneously 18 Interpersonal Skills

19 Dysfunctions of Conflict Competitive processes Misperception and bias Emotionality Decreased communication 19 Interpersonal Skills

20 Dysfunctions of Conflict (cont.) Blurred issues Rigid commitments Magnified differences, minimized similarities Escalation of the conflict 20 Interpersonal Skills

21 The Dual Concerns Model 21

22 Stages of Preparation Relationship building Information gathering Information using Bidding Closing the deal Implementing the agreement 22

23 Commitment Establishing a commitment Public Pronouncement Increase the importance of demands But: Finding ways to abandon a committed position Plan a way out Let it die silently Restate the commitment Minimize the damage 23

24 Closing Provide Alternatives Assume the close Exploding offers Sweeteners 24

25 Good Cop / Bad Cop Lowball / Highball The Nibble Snow Job Hardball tactics 25

26 Hardball tactics Dealing with Typical Hardball Tactics Ignore them Discuss them Respond in Kind Co-opt the other party. 26

27 Let s Practice 27

28 How to be a Powerful Negotiator

29 What Is Communicated? Offers and counteroffers Information about alternatives Information about outcomes Communication about the negotiation process

30 How to Communicate? Use of Language Logical level (proposals, offers) Pragmatic level (Style) Selection of a Communication Channel It goes beyond the literal text of the message itself (Body language & tone of voice)

31 How to Improve Communication? The Use of Questions Manageable Unmanageable

32 How to Improve Communication? (Cont d) Listening: 3 major forms Passive listening Acknowledgment Active listening

33 How to Improve Communication? (Cont d) Using active listening encourages people to speak more fully about their: Feelings Priorities Positions

34 How to Improve Communication? (Cont d) Role Reversal Allows negotiators to understand the other party s positions by actively arguing these positions

35 Decision Traps & Learning From Feedback Plunging In Overconfidence in one s own judgment Group failure Fooling yourself about feedback Not keeping track (records)

36 Power In a

37 Sources of Power Three main power types: (1) Power based on information and expertise (2) Power based on control over resources (3) Power based on one s position

38 Let s Practice