EFFECTIVE

NEGOTIATION
SKILLS
 ABOUT THE SEMINAR WORKSHOP

• The seminar workshop is developed for anyone who want to

get the most out of smart negotiating skills in project proposal
or day by day especially in the workplace environment
• The workshop seeks to enhance participants awareness of
various approaches to negotiation and to increase skills in
achieving results through negotiation
 OBJECTIVES
• Create Win Win outcome in any negotiation case
• Build a great result in any negotiation
• Know how to control the negotiation process
• Know how to adjust your style in different situations
• Learn how to be great negotiator in achieving common interest
• Gain expertise in handling difficult negotiation situation
• Learn from the case study in order to get ideas in any situation
FLOW OF THE SEMINAR / WORKSHOP
Day 1
Overview of Negotiation
Perspectives of Negotiation
Do’s and Don’ts of Negotiation

Day 2 Core Skills of Negotiation

Developing a Negotiation Plan
 NEGOTIATION OVERVIEW

• Negotiation
– Conferring with another so as to arrive at the settlement of
some matter ( dictionary)
– Its is the basic means of getting what you want from others.
– Back -and -forth communication designed to reach the
agreement when you and the other side have some interests
that are …. Opposed ( Fisher and Ury)
 3 WORD DEBATE

“Good negotiators are born,

not made”
 NEGOTIATION MYTHS
• Good negotiators are born
• Experience is a good teacher
• Good negotiators take lots of risks
• Good negotiators rely on intuition
• Negotiators are always win-lose
• The only negotiations are formal or explicit negotiations
• Good negotiators are tough, intimidating and try to get
everything they can
 3 CRUCIAL
ELEMENTS IN
EVERY
N E G O T I AT I O N
C O H E N , P. 1 9 + M O R E
1.Information
2.Time
3.Power
 INFORMATION

•The life blood in negotiation

–The more you know about the other
side the better
–Sometimes you have to give information
to get information
 GAME TIME

SETTING THE TIME

AND PLACE
#DepEdNegotiators
 TIME & PLACE

• Do not reveal your real deadline to the other side

• Get clues about the deadline of the other side
• Patience pays
• “Take it or nothing” tactics especially early may not
be effective
POWER/ STRENGTH
•You have more potential powers than you
realize
•There are many sources and tactics to gain
more
•Sophistication and restraint in using
power is important
 THINGS THAT AFFECT POWER AND POWER
BALANCE

• Position and privilege

• Cultural differences
• Developmental ability
• Relationship
• Information and time advantage
 SOME
PERSPECTIVES
O N N E G O T I AT I O N
 GAME TIME
THE MARKET
PL ACE
2 MAIN APPROACHES TO
NEGOTIATION

1. Competitive
2. Collaborative
KEY DIFFERENCES IN THE WAYS THESE
APPROACHES DEAL WITH CRIP GOALS
• C- content: win-lose ( in competitive) vs win-win ( in
collaborative)
• R- Relationship : unfriendly vs. friendly
• I-Identity/ face saving: rigid/ confrontational vs flexible/
supportive
• P-Process: positional bargaining vs interest-based bargaining
( to build solutions)
COMPETITIVE
NEGOTIATION
 BASIC ASSUMPTIONS

–Negotiating is controlled by egocentric self- interest

–The underlying motivation is competitive/ antagonistic
–Limited resources are available and are zero –sum
–This negotiation does not affect the future
–The goal is to win as much as you can, especially more
than the other side
 COMMUNICATION PATTERNS
• Make high demand and concede slowly
• Maximize tangible resource gains
• Exaggerate the value of concessions that are offered
• Use threats, confrontations, argumentation, forceful speaking
• Conceal and distort information
• Manipulate people and the process by distorting intentions, resources and
goals
• Try to resist persuasion on issues
• Focus on quantitative and competitive goals rather than relational goals
 DISADVANTAGES
• Can hurt relationships, with mistrust, anger breakdown,
communication distortions
• Blocks creative exploration and potential just gains
• Payoffs of competitive actions are often overestimated
• Encourages brinkmanship
• May undermine implementation
“ O N E O F T H E B E S T W AY S
TO PERSUADE OTHERS IS
TO LISTEN TO
THEM”

DEAN RUSK
COLL ABORATIVE
NEGOTIATION
 ASSUMPTIONS
• Parties have both diverse and common interests
• Common interests are valued and sought
• The negotiation process can result in both parties gaining
something
• The negotiating world is controlled by enlightened self –interest
• Interdependence is recognized and identified
• Limited resources do exist but they can usually be expanded
through cooperation and creativity
• The goal is mutually agreeable solution that is fair to all parties
COMMUNICATION PATTERNS
• Collaborative tactics
• Brainstorm creative new options to meet everyone’s
needs, expand the pie
• Use of nonspecific compensation
• Logrolling
• Bridging
• Minimize costs
 DISADVANTAGES
• May pressure an individual to compromise and
accommodate
• Avoids confrontational strategies
• Increase vulnerability to deception and manipulation
• Makes it hard to establish definite aspiration levels and
bottom lines
• Requires substantial skill and knowledge of the process
• Requires strong confidence on one’s perception regarding
the interests and needs of the other side
 3 CRITERIA FOR A NEGOTIATION
METHOD
1.Produce a wise agreement
2.Efficient
3.Improve or at least no damage
 PRINCIPLED NEGOTIATION

• Particularly oriented to collaborative negotiation

• It is centered to 4 considerations
–People
–Interests
–Options
–Criteria
 PEOPLE
• Negotiators are people first
• Failure to deal with others as human beings prone to
human reactions can be disastrous
• People problems: Theirs and yours
• Perception
• Emotions
• Communications
• Prevention works better than repair
 INTERESTS

• Multiple interests
• Look forward rather than back
• Commit to your interests, not your positions
• Stay open to take their interests into account
OPTIONS ( CREATIVE ONES)
• Avoid :
– Premature judgements ( biggest mistake)????
– Searching for the single answer
– Assuming fixed pie
• Look for the shared interests and mutual gain
• Develop creative new options
• Make their decision easy
CRITERIA ( OBJECTIVE CRITERIA)
• Commit to reaching a solution based on principle, not pressure
• Be open to reason, closed to threats
• Discuss objective standards
• Frame issue as joint search for objective criteria
• Reason and be open re which standards are appropriate and how
to apply
• Yield only to principle and facts, not pressure
• Note that your position is a matter of principle
 MODIFICATIONS TO PIOC
1. Attend to the relationship
2. Attend to all elements of communication
3. Focus on interests, not positions
4. Generate many options
5. Find legitimate criteria
6. Analyze the BATNA’s
7. Work with fair and realistic commitments
( Wilmot and Hocker)
DO’S AND DON’TS
OF NEGOTIATION
DO’S IN NEGOTIATION
• DO prepare( research the person)
• DO know your bottom line( determine desired
outcome)
• DO use a friendly approach( warmth and friendliness,
take time to smile)
• DO listen to others( 80/20 rule)
• DO consider all your options( open to a variety of
options)
DON’TS IN NEGOTIATION

• DON’T get caught up in emotion( stay calm and friendly)

• DON’T underestimate your worth( don’t underestimate what your
org can offer)
• DON’T have an “ all-for-nothing” attitude( requires compromise,
mutually beneficial)
• DON’T gloat after win ( always be nice)
• DON’T underestimate anyone.( extraordinary ideas)
WHAT IF THEY ARE MORE POWERFUL?
• Develop your BATNA
• Know and improve your BATNA
• Measure proposed agreement against your BATNA
• Don’t add various BATNA
• Consider the other side’s BATNA
• Decide whether to disclose your BATNA
THE WHEN’S IN AVOIDING
NEGOTIATION
1. When you don’t care
2. When you could lose everything
3. When there is nothing you could gain
4. When the demands are illegal or unethical
5. When they act in bad faith
6. When you don’t have time
7. When waiting would improve your position
8. When you’re not prepared
THANK YOU