LECTURE 9 Principled Negotiation Techniques PPTX

Principled
Negotiation
Techniques
Lecture 9
Conflicts in negotiation
 Five basic approaches to conflict resolution.
 1. Style: Avoidance
 Characteristic: Non-confrontational. Ignores
or passes over issues denies issues are a
problem.
 User justification: Differences too minor or
too great to resolve. Attempts might damage
relationships or create even greater problems.
Unwilling or unable to confront the issue.
 2. Style: Accommodating
 Characteristic: Agreeable, non-assertive
behaviour. Cooperative even at the expanse of
personal goals.
 User justification: Not worth risking damage
to relationships or general disharmony. Totally
gives in.
 3. Style: Win/ lose
 Characteristic: Confrontational, assertive and
aggressive. Must win at any cost.
 User justification: Survival of the fittest. Must
prove superiority. Seen as most ethically or
professionally correct.
 4. Style: compromising
 Characteristic: Important all parties achieve
some goals and maintain a relationship.
Aggressive, yet somewhat cooperative.
 User justification: No one person or idea is
perfect. There is more than one good way to do
anything. You must give to get.
 5. Style: Problem solving.
 Characteristic: Needs of both parties are
legitimate and important. High respect for
mutual support. Assertive and
cooperative.
 User justification: When parties will openly
discuss issues, a mutually beneficial solution can
be found without anyone making a major
 In any negotiation process, the problem
concession.
solving style provides the strongest basis for
win/win outcomes.
7 basic steps in negotiating
 Step 1
 Know yourself and get to know the other party.
Keep initial interactions friendly, relaxed and
businesslike. Be sincere.
 Step 2
 Share your goals and objectives with the other
party. Learn their goals and objectives. Work to
create an atmosphere of cooperation and mutual
trust.
 Step 3
 Start dealing with the issues one by one. Study
the issues before the negotiation begins to
determine your advantages in splitting or
combining issues. During negotiation, pay
attention to how the other person is bringing up
issues.
 Step 4
 Once the issues have been defined, express areas
of disagreement or conflict, and listen to the
other parties conflicts as well. It is possible to
resolve the differences in a way that is
acceptable to both parties only when conflicts
are out in the open and examined.
 Step 5
 Determine where the common ground might be
and what level of compromise might be
acceptable. If you must compromise remember
the give-get principle.
 Step 6
 Once positions are clear and common grounds
are discovered, be flexible within reason, and
look for alternative approaches that might help
resolve remaining issues.
 Step 7
 Both parties affirm any agreements that have
been reached. Insure there is no
misunderstanding later by placing the
agreements in writing (when possible), and
sharing them with the other side. Remember
that mutual agreement is the ultimate objective
of any negotiation.
 The following exercise will help stimulate your
thinking on negotiation.
 For each of the five principled negotiation
techniques:
 a) briefly describe in one or two sentences a
context in which the technique is appropriately
used in a negotiation.
 b) explain in what ways the technique is efficient
or effective as a tool of negotiation in the
context or situation you have described.
 i) “Correct me if I am wrong” technique.
 ii) “We appreciate what you have done”
technique.
 iii) “Let me check to see if my facts are correct”
technique.
 iv) “Let me see if I understand what you are
saying” technique.
 v) “Here is where I have trouble following your
reasoning” technique.
Example
 “Didn’t I draw your attention to this matter in our last

meeting?” technique
A: “I think we should have thought about finances
before carrying out the project”.
B: “Didn’t I draw your attention to this matter in our
last meeting”.
Technique: This shows that no heed was given to the
suggestion made by B. The negotiators may have
problems or disagreements which may lead to
unsuccessful negotiations.

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 “Didn’t I draw your attention to this matter in our last

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