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Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
Principled Negotiation
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Principled Negotiation

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A short overview of Principled Negotiation from teh book Getting to Yes by Roger Fisher and William Ury presented by Alec McPhedran of Skills Channel TV.

A short overview of Principled Negotiation from teh book Getting to Yes by Roger Fisher and William Ury presented by Alec McPhedran of Skills Channel TV.

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  • 1. :: SIX MINUTES AND FORTY SECONDS Alec McPhedran Skills Channel TV ON PRINCIPLED NEGOTIATION
  • 2. First of all, who are we?  We specialise in creative training. coaching and facilitation  We are experts about skills development  We focus on leadership, strategy, management and personal development  We help businesses and individuals change and grow  Our aim is to help people achieve
  • 3. Based on the book Getting to Yes, first published in 1981 by Roger Fisher and William Ury
  • 4. TRAINING COACHING MENTORING Being instructed on what to do, sometimes all together One to one development on a specific skill, mainly being asked Guidance, wisdom, challenge and support on the person POSITIONAL BARGAINING PRINCIPLED NEGOTIATION
  • 5. TRAINING COACHING MENTORING Being instructed on what to do, sometimes all together One to one development on a specific skill, mainly being asked Guidance, wisdom, challenge and support on the person POSITIONAL BARGAINING PRINCIPLED NEGOTIATION …is essentially adversarial. Negotiators see the process as "win-lose," in which any gains by the opponent are losses by the negotiator
  • 6. TRAINING COACHING MENTORING Being instructed on what to do, sometimes all together One to one development on a specific skill, mainly being asked Guidance, wisdom, challenge and support on the person POSITIONAL BARGAINING PRINCIPLED NEGOTIATION …is an shared interest-based approach to negotiation that focuses primarily on finding a mutually shared outcome. …is essentially adversarial. Negotiators see the process as "win-lose," in which any gains by the opponent are losses by the negotiator.
  • 7. Negotiation is a transaction between two or more parties, leading to an exchange of information resulting in an agreed outcome with both parties having the right to veto. Roger Fisher & William Ury Principled Negotiation
  • 8. Focus on interests, not positions Separate people from problem Don’t bargain over positions Insist on using objective criteria Invent options for mutual gain
  • 9. Separate people from problem 1. Remember that people are human 2. Emotions can become entangled with the problem and can set ‘positions’ 3. Focus on the people involved 4. Try to understand their perceptions 5. Don’t assume you know how they feel 6. Be able to see it from their side 7. Openly discuss different perceptions 8. Don’t blame people for problems
  • 10. 1. Underlying interests may be compatible 2. Interests can inform positions 3. Look at interest from their perspective 4. Sharing interests can show both sides not as opposed as initially thought Focus on interests, not positions 5. Seek to understand their needs and wants 6. Money is NOT the most important driver, sometimes there are human needs 7. Openly discuss and understand interests
  • 11. Invent options for mutual gain 1. When stuck, sit back and be creative in generating new ideas 2. Encourage looking at the bigger picture 3. Don’t think your offer or view is the only solution 4. Step back from positions and refocus on interests 5. Try and solve each others problems 6. Be prepared to lead and encourage brainstorming
  • 12. Insist on using objective criteria 1. Bring standards of fairness or scientific merit to particular problems 2. Use recent comparisons or guides 3. Be specific with facts 4. Refer back to original aims and ideal outcomes 5. Review limitations, scope or authority and autonomy 6. Develop specific criteria where needed
  • 13. Put forward your points  WHO  WHAT  WHY  WHERE  WHEN  HOW Advocacy and Inquiry Understand their situation  WHO  WHAT  WHY  WHERE  WHEN  HOW
  • 14. PRINCIPLED PRINCIPLED
  • 15. Having available options during a negotiation is a good alternative which empowers you with the confidence to either reach a mutually satisfactory agreement, or walk away to a better alternative. BATNA
  • 16.  The cost - Ask yourself how much it will cost to make the deal relative to the cost of your best alternative. Cost estimation may entail both the short term and the long term. It boils down to figuring out which of your options is the most affordable.  Feasibility - Which option is the most feasible? Which one can you realistically apply over all the rest of your available options?  Impact - Which of your options will have the most immediate positive influence on your current state of affairs?  Consequences - What do you think or estimate will happen as you consider each option as a possible solution? With thanks to The Negotiation Experts BATNA
  • 17. Principled Negotiation  Positional Bargaining v’s Principled Negotiation  Working together on a shared outcome  Develop your BATNA
  • 18. During a negotiation, it would be wise not to take anything personally. If you leave personalities out of it, you will be able to see opportunities more objectively. Brian Koslow
  • 19. www.skillschannel.tv www.skillschannel.tv 0845 83 777 63 Thanks for looking. We hope you found it useful.

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