Neverending
Negotiations
Using Negotiation to Get Results

Malene Rix

Executive Advisor in
Negotiation, Facilitation and ...
Programme
  Negotiation as an everyday tool
  Perceptions of a good result
  Disagreement at the core of negotiation
 ...
Negotiation
  ’A morally preferable way of ordering human
affairs’
  Use it when you want to change something or
get som...
Negotiation
  …is a process, where two or more parties, with
different needs, wishes and wants, attempt to
come to an agr...
A Great Deal
  Content: Often we focus on what we negotiate,
the facts and figures
  Process: Paying attention to how we...
Process as filter
  The process and the relationship become the
filter through which we evaluate the agreement
  ’Filter...
Evaluating the Result
  Research shows that the way we negotiate with
each other and the relationship we build are
hugely...
Make a demand
  Think about something you would like for
yourself; at work, from a client, at home
  Turn to your neighb...
Challenges
  Negotiation is a process where we make
demands and claim something for ourselves
  It is also a process, wh...
Pitfalls
  We make modest demands to avoid the ’no’
  We give too many and too big concessions to
the other part or simp...
The Four Phases
  Phase 1: Negotiating with yourself; prepare an
ambitious first demand
  Phase 2: Influencing your coun...
A Recipe for Success
  Make sure you all agree on the framework
before you meet
  Interview each other: Start the meetin...
Learn more…

  Website: www.malenerix.dk/english
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Te02 negotiation - malene rix

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Te02 negotiation - malene rix

  1. 1. Neverending Negotiations Using Negotiation to Get Results Malene Rix Executive Advisor in Negotiation, Facilitation and Leadership
  2. 2. Programme   Negotiation as an everyday tool   Perceptions of a good result   Disagreement at the core of negotiation   Overview of The Four Phases of Negotiation
  3. 3. Negotiation   ’A morally preferable way of ordering human affairs’   Use it when you want to change something or get something for yourself or others.   Use it when you get stuck in disagreement at a meeting or during a process   When you get a ’no’, this is when the negotiation starts!
  4. 4. Negotiation   …is a process, where two or more parties, with different needs, wishes and wants, attempt to come to an agreement   …happens everywhere: in the workplace, at home, in a wide range of situations   …is neverending and it is something we all do really well!
  5. 5. A Great Deal   Content: Often we focus on what we negotiate, the facts and figures   Process: Paying attention to how we negotiate is just as important because the process itself will be the filter through which we assess the result   Relationship: How we interact with the others also influence our evaluation of the result
  6. 6. Process as filter   The process and the relationship become the filter through which we evaluate the agreement   ’Filters’ in negotiation are affected by our expectations of others; gender, age, nationality, jobtitle etc.   ’Filters’ can become an impediment if the assumptions behind them are based on prejudices
  7. 7. Evaluating the Result   Research shows that the way we negotiate with each other and the relationship we build are hugely important factors when we decide if a result is good   Negotiation technique focuses on making the process – and consequently the relationship - as constructive as possible   Respectful communication, balanced concessions and a keen focus on honouring the interests behind the demands are key
  8. 8. Make a demand   Think about something you would like for yourself; at work, from a client, at home   Turn to your neighbour and tell them what you want. They represent the person you would be negotiating with   Your neighbour will listen to your demand but also say ’no’ – repeatedly and with emphasis   When the time is up, switch roles and do the same again
  9. 9. Challenges   Negotiation is a process where we make demands and claim something for ourselves   It is also a process, where we will get a ’no’ to our demands (if we get a ’yes’ there is no need to negotiate)   Making demands we know will be met by a ’no’ can be hard   Experiencing the rejection implied in a ’no’ affects us   In some cultures saying ’no’ directly is avoided, but the disagreement is still there
  10. 10. Pitfalls   We make modest demands to avoid the ’no’   We give too many and too big concessions to the other part or simply give up   We present a lot of arguments and try to convince the other to accept our version of the world and so we get stuck   We get angry or upset and this affects the process and the relationship
  11. 11. The Four Phases   Phase 1: Negotiating with yourself; prepare an ambitious first demand   Phase 2: Influencing your counterpart; plant the seeds for the deal   Phase 3: The Negotiation Meeting; facilitate the meeting to avoid the classic pitfalls   Phase 4: After the Meeting; focus on continued relationshipbuilding
  12. 12. A Recipe for Success   Make sure you all agree on the framework before you meet   Interview each other: Start the meeting by everyone saying what their demands and interests are   Brainstorm ideas: Find and create as many possibilities for an agreement as you can – expand the pie before you share it   Trade: Make sure everyone gets something and strike a balanced deal
  13. 13. Learn more…   Website: www.malenerix.dk/english

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