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Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
Negotiations  hurra h's creativity
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Negotiations hurra h's creativity

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Course Assignment, HBR article Analysis

Course Assignment, HBR article Analysis

Published in: Business
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  • Dept. Of Management SciencesFAST – National University of Computer and Emerging Sciences, Lahore.Saad MunirL050411 - BBACourse: Advance Business ConceptsInstructor: Mr. Hassan Khawarsmsulari@gmail.com
  • Transcript

    • 1.
    • 2. 12 Angry Men<br /><ul><li> Character Introduction
    • 3. No backstage Preparation</li></li></ul><li>Negotiations Framework<br />
    • 4. Diagnosing the Bargaining Situation<br /><ul><li> Interested Parties:
    • 5. 12 jury people
    • 6. Common Interest : Reaching a consensus decision</li></li></ul><li>Diagnosing the Bargaining Situation<br />Position<br />1 VS 11 (initial)<br />&quot;You couldn&apos;t change my mind if you talked for a hundred years.&quot; <br />Reservation point:<br />Case should be solvedasap no matter what the decision is<br />Target point:<br />Reaching a consensusdecision that the boy is guilty asap<br />
    • 7. Zone Of Potential Agreement (ZOPA)<br />Contentious Negotiation<br />Z<br />O<br />P<br />A<br />ZOPA<br />Reaching a consensus decision<br />
    • 8. Distributive NegotiationSlicing up the pie<br /><ul><li> How much do I get?
    • 9. Know your BATNA
    • 10. Set high aspirations
    • 11. Making the first offer
    • 12. Avoid stating ranges
    • 13. Using a rationale to support your position</li></li></ul><li>A Multi-Step Program to Negotiations – a checklist<br />
    • 14. A Multi-Step Program to Negotiations – a checklist<br />
    • 15. Step 4: Diagnosing the situation<br />The Situation Matrix<br />High<br />Transactional Negotiation<br />Balanced Negotiation<br />Stakes<br />Relational Negotiation<br />Latent Conflict<br />Low<br />Low<br />High<br />Importance of Relationship<br />
    • 16. Step 5: Tactical Questions<br />
    • 17. Step 6: Claiming and Creating value<br /><ul><li>Claiming value
    • 18. I win, you lose
    • 19. No value creation
    • 20. No rule for fairness</li></li></ul><li>To go for the baseball game asap<br />
    • 21. Step 7: Diagnosing and using leverage<br /><ul><li>Primary leverage
    • 22. BATNA
    • 23. Secondary leverage
    • 24. Negative (ULTIMATUM)
    • 25. Time – an important factor</li></li></ul><li>Leverage Diagnostic Matrix<br />Strong<br />Make Confident Demands or Threats<br />Be Generous<br />Relative leverage<br />Appeal to Sympathy<br />Bluff<br />Weak<br />Flexibility<br />Flexible<br />Inflexible<br />
    • 26. Step 8: A matter of style<br />Negotiating Style<br />COLLABORATE<br />I Win / You Win<br />ACCOMMODATE<br />I Lose / You Win<br />Importance of Relationship<br />COLLABORATE<br />We both lose<br />We both win<br />COLLABORATE<br />I Lose / You Lose<br />Compete<br />I win / You Lose<br />Importance of Outcome<br />
    • 27. Negotiating Style<br />
    • 28. The Competing Style<br />My way or the highway!<br /><ul><li>High BATNA
    • 29. Time constraints – other people taking advantage</li></ul>Assume<br /><ul><li>Assertiveness
    • 30. Closing: Accommodation
    • 31. If you know you are going to lose, earn some grace</li></ul>Unassume<br />Uncooperative<br />cooperative<br />
    • 32. Step 10: Endgames<br /><ul><li>Scarcity Effects
    • 33. Time
    • 34. Walkout
    • 35. Decrease in leverage
    • 36. Accommodation</li></li></ul><li>Step 11: Clever Tricks<br /><ul><li>Low-balling (Underestimating the importance of a justified decision)
    • 37. Reciprocity ploys</li></li></ul><li>

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