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“Getting to Yes” - Principled Negotiation

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Although negotiation takes place every day, it is not east to do well. Standard strategies for negotiation often leave people dissatisfied, worn out, or alienated -- and frequently all......

Although negotiation takes place every day, it is not east to do well. Standard strategies for negotiation often leave people dissatisfied, worn out, or alienated -- and frequently all three.
People find themselves in a dilemma. They see two ways to negotiate: hard or soft. The soft negotiator desperately tries to avoid conflict when the hard negotiator gives all he can afford to win.
There is a better way to negotiate. A way that is neither hard nor soft but rather hard and soft. Principled negotiation is about being HARD on the PROBLEM while being SOFT on the PEOPLE.
By means of roleplay, discussion groups and reflection we will introduce the method of principled negotiation. At the end of this training session you will be able to analyse past negotiations and prepare future negotiations to encompass the four basic principles we will introduce to you.

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  • Nice presentation.. I'm curious which scenario's you guys used to practice the negotiation and how long this training lasted.
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  • <br />
  • 2 Snel namen opnoemen ;o) <br />
  • "Yes, But..." <br /> This part of the training deals with practical questions that arise when putting the method to practice. What if they are more powerfull? What if they won&#x2019;t play? What if they use dirty tricks? We zullen dit behandelen op onze training op het TW! <br />
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  • 15 Definition: <br /> - brainstorm!! <br /> - vooral gericht op wat je zelf wilt bereiken, jouw belang voor alles <br /> - evt voorbeeld ontslaan + manager / bedrijf failliet <br /> - definitie laten zitten van fisher <br />
  • 5 VOORBEELD: rollenspel nav die definitie <br /> - Wat vonden jullie hiervan? <br /> - die definitie afkraken <br /> - ook wat allemaal negotiation is, dat het alledaags is <br />
  • 10 Style of negotiation: <br /> - hard vs soft, cooperatief vs competatief <br /> - welke zouden jullie gebruiken? <br /> - dia met tegenstellingen <br /> - goede van elke rij uitkiezen / omcirkelen <br /> - slotzin: Wat moet je gebruiken? Hard of zacht? <br />
  • 5 Conclusie intro <br /> --> principled negotiation is based on the principle of hard on the problem & soft on the people! <br />
  • Balloons with numbers inside to decide groups <br /> Each group gets a paper with role play <br /> 15&#x2019; preparations <br /> Floris <br />
  • Everyone knows how hard it is to deal with a problem without people misunderstanding <br /> each other, getting angry or upset, and taking things personally. <br /> A union leader says to his men, "All right, who called the walkout?" <br /> Jones steps forward. "I did. It was that bum foreman Campbell again. That was the fifth <br /> time in two weeks he sent me out of our group as a replacement. He&apos;s got it in for me, and I&apos;m <br /> tired of it. Why should I get all the dirty work?" <br /> Later the union leader confronts Campbell. "Why do you keep picking on Jones? He says <br /> you&apos;ve put him on replacement detail five times in two weeks. What&apos;s going on?" <br /> Campbell replies, "I pick Jones because he&apos;s the best. I know I can trust him to keep things <br /> from fouling up in a group without its point man. I send him on replacement only when it&apos;s a key <br /> man missing, otherwise I send Smith or someone else. It&apos;s just that with the flu going around <br /> there&apos;ve been a lot of point men out. I never knew Jones objected. I thought he liked the <br /> responsibility." <br />
  • Emotions <br /> recognize and understand (acknowledge them) <br /> allow letting off steam (listen and be quiet) <br /> use symbolic gestures (saying sorry) <br /> Perceptions <br /> truth is always relative -- conflict lies in difference in perception <br /> understanding is not agreeing --> make explicit and discuss <br /> Communication <br /> talking to a "third party" - the person to persuade is sitting across <br /> avoid repetition (understand & acknowledge b4 moving on) <br /> speak about yourself - we feel XXX vs you are doing XXX wrong! <br />
  • Focus on interests not positions <br /> Consider the story of two men quarreling in a library. One wants the window open and the <br /> other wants it closed. They bicker back and forth about how much to leave it open: a crack, <br /> halfway, three quarters of the way. No solution satisfies them both. <br /> Enter the librarian. She asks one why he wants the window open: "To get some fresh air." <br /> She asks the other why he wants it closed: "To avoid the draft." After thinking a minute, she <br /> opens wide a window in the next room, bringing in fresh air without a draft. <br />
  • what are interests? <br /> - interests define the problem <br /> - look for interests behind the problem <br /> - look for conflicting as well as shared interests <br /> - prioritize your interests <br /> - acknowledge their interests <br />
  • Invent options for mutual gain <br /> Yet all too often negotiators end up like the proverbial sisters who quarreled over an <br /> orange. After they finally agreed to divide the orange in half, the first sister took her half, ate the <br /> fruit, and threw away the peel, while the other threw away the fruit and used the peel from her <br /> half in baking a cake. All too often negotiators "leave money on the table" &#x2014; they fail to reach <br /> agreement when they might have, or the agreement they do reach could have been better for each <br /> side. Too many negotiations end up with half an orange for each side instead of the whole fruit <br /> for one and the whole peel for the other. Why? <br />
  • <br />
  • <br />
  • seperate invention from judgement <br /> broaden options instead of narrowing it <br /> shared interests are the opportunities <br /> make their decision easy <br />
  • energizer <br />
  • Invent options for mutual gain <br />
  • independent of either side&#x2019;s will <br /> fair standards for the question <br /> fair procedures for resolving <br />
  • vraag de deelnemers de link te leggen met de rollenspellen <br />
  • <br />
  • <br />
  • 5 Toepassen van de principes ahv analyse & voorbereiding <br /> - kort theoriemomentje: pag 11 el200.pdf? <br />
  • Deel analyse <br /> 8 - individu: analyse van past negotiation (pag 26 el200.pdf) <br /> 8 - groepjes: bespreken welke negotiation je kan verbeteren <br /> 8 - als groepje 1 nieuwe &#x2018;upcoming negotiation&#x2019; schrijven met verbeterpunten <br /> 16 - kort bespreken in de hele groep (elke groep doet dus 1 verbeterde versie analyse uitleg) <br />
  • Deel analyse <br /> 8 - individu: analyse van past negotiation (pag 26 el200.pdf) <br /> 8 - groepjes: bespreken welke negotiation je kan verbeteren <br /> 8 - als groepje 1 nieuwe &#x2018;upcoming negotiation&#x2019; schrijven met verbeterpunten <br /> 16 - kort bespreken in de hele groep (elke groep doet dus 1 verbeterde versie analyse uitleg) <br />
  • 10 Recap van alles <br /> You knew it all the time: this is a framework <br /> Learn from doing: metafoor sportboeken <br /> Winning: metafoor frisbee & trouwen <br />
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  • <br />

Transcript

  • 1. Negotiation Floris Barthel - floris.barthel@gmail.com Robbert Schouten - robbertschouten@gmail.com Based on the book “Getting to Yes” by Roger Fisher & William Ury Original AM2010 training prepared together with Lamia Jouini from Tunisia
  • 2. Introductions
  • 3. Agenda • The Problem • The Method • Yes, But... • Pauze • From Principle to Practice
  • 4. THE PROBLEM
  • 5. Negotiation is...
  • 6. Negotiation is... Negotiation is a basic means of getting what you want from others.
  • 7. Hard v.s. Soft on a flip chart 5’ Robbert Styles of Negotiation
  • 8. SOLUTION PROBLEM Change the Game -- Positional Bargaining: Which Game Should You Play? Negotiate on the Merits Soft Hard Principled Make concessions to Demand concessions to Separate the people from cultivate the relationship cultivate the relationship the problem Focus on interests, not Change your position easily Dig into your position positions Accept one-sided losses to Demand one-sided losses Invent options for mutual reach agreement. to reach agreement. gain. Insist on using objective Insist on agreement. Insist on your position. criteria
  • 9. THE METHOD
  • 10. contracts exchange scome policy statement new IFMSA C.I.
  • 11. Communication Emotions Perceptions
  • 12. Interests
  • 13. What is wrong? What might be done? In Theory Step II. Analysis Step III. Approaches Diagnose the problem What are possible Sort symptoms into strategies or prescriptions? categories What are some theoretical Suggest causes cures? Observe what is lacking Generate broad ideas Note barriers to resolving about what might be done. the problem Step I. Problem What’s wrong? Step IV. Action Ideas What are current What might be done? symptoms? What specific steps might What are disliked facts be taken to deal with the contrasted with a problem? preferred situation? In The Real World Four Basic Steps in Inventing Options
  • 14. Objective Criteria
  • 15. Principles of Negotiation 1. Separate the people from the problem 2. Focus on interests not positions 3. Invent options for mutual gain 4. Insist on using objective criteria
  • 16. PAUZE
  • 17. FROM PRINCIPLE TO PRACTICE
  • 18. Preparing for a Negotiation • BATNA • Reservation Point • Objective Standards
  • 19. Negotiation Analysis
  • 20. Negotiation Preparation
  • 21. Take Home Messages • You knew it all the time • Learn by doing • On “winning”
  • 22. Evaluation
  • 23. Negotiation Floris Barthel - floris.barthel@gmail.com Robbert Schouten - robbertschouten@gmail.com Based on the book “Getting to Yes” by Roger Fisher & William Ury Original AM2010 training prepared together with Lamia Jouini from Tunisia