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Negotiation planning






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    Negotiation planning Negotiation planning Presentation Transcript

    • Negotiation Planning
      Submitted By:
      Avanish Singh IMB2010017
      Rishika Singh IMB2010020
    • Negotiation
      Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures.
    • Where Negotiation occurs?
      Negotiation occurs between
      parents and children
      managers and staff
      employers and employees
      professionals and clients
      within and between organizations and between agencies and the public.
    • Planning
      It is the process of setting goals, developing strategies, and outlining tasks and schedules to accomplish the goals
    • A Successful Negotiation Requires Planning
    • There are some reasons due to which negotiation can not be successful, reasons may be related to negotiating style or may be due to improper planning.
    • Model of Negotiating Style
      The Model of Negotiating Styles modeled by Rollin and Christine Glaser ( 1982) has been used extensively and serves as a basis for discussing style problems in negotiation.
      A negotiating style refers to a negotiator's characteristic way of dealing with others during a negotiation.
    • Problems encountered due to Negotiating Style
    • Problems encountered due to lack of planning
    • Steps in Negotiation Planning
      • Team
      It is important to select only team members who have the capability of using more than one style.
      • Issues/Questions
      List any issue likely to be important to the negotiation or that the other side might bring up.
      Don't open up issues that involve a weakness you know exists.
    • Contd.
      • Priority
      All issues should be rated as follows:
      • Musts: If the negotiator doesn't get any one of the Must Issues; it is some degree of failure.
      • Wants: These are issues to actively "fight" for. But, if the negotiator does not get one or more of them, the negotiation is still successful.
      • Gives: These are issues that would be "nice to have." The only reason to fight for them is to create value for the other side, as you give them up. Give issues are needed to have some items to "trade away."
    • Contd.
      • Value
      Each issue (or need) must have a value. Thus, the negotiator should know the value of each issue and what their value to the other side could be.
      • Settlement Range
      It is essential to clearly establish the objectives for each issue. These should be as quantifiable as possible and set an upper and lower limit.
    • Contd.
      • Backup Information
      This is an ongoing step. The negotiator needs information to back-up statements about the issues and to discount the other side's statements.
      • Other Side's Issues and Objectives
      Anticipate the other side's issues and objectives. The degree to which the negotiator is able to do this will be a signal that the planning has been successful.
    • The secret of effective negotiation is dealing from strength, and strength comes from preparation.
      -David Stern
    • You can't get what you
      don't ask for
      Don't give without