Negotiations hurra h's creativity

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Course Assignment, HBR article Analysis

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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
  • Negotiations hurra h's creativity

    1. 1.
    2. 2. 12 Angry Men<br /><ul><li> Character Introduction
    3. 3. No backstage Preparation</li></li></ul><li>Negotiations Framework<br />
    4. 4. Diagnosing the Bargaining Situation<br /><ul><li> Interested Parties:
    5. 5. 12 jury people
    6. 6. Common Interest : Reaching a consensus decision</li></li></ul><li>Diagnosing the Bargaining Situation<br />Position<br />1 VS 11 (initial)<br />"You couldn't change my mind if you talked for a hundred years." <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. 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. 8. Distributive NegotiationSlicing up the pie<br /><ul><li> How much do I get?
    9. 9. Know your BATNA
    10. 10. Set high aspirations
    11. 11. Making the first offer
    12. 12. Avoid stating ranges
    13. 13. Using a rationale to support your position</li></li></ul><li>A Multi-Step Program to Negotiations – a checklist<br />
    14. 14. A Multi-Step Program to Negotiations – a checklist<br />
    15. 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. 16. Step 5: Tactical Questions<br />
    17. 17. Step 6: Claiming and Creating value<br /><ul><li>Claiming value
    18. 18. I win, you lose
    19. 19. No value creation
    20. 20. No rule for fairness</li></li></ul><li>To go for the baseball game asap<br />
    21. 21. Step 7: Diagnosing and using leverage<br /><ul><li>Primary leverage
    22. 22. BATNA
    23. 23. Secondary leverage
    24. 24. Negative (ULTIMATUM)
    25. 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. 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. 27. Negotiating Style<br />
    28. 28. The Competing Style<br />My way or the highway!<br /><ul><li>High BATNA
    29. 29. Time constraints – other people taking advantage</li></ul>Assume<br /><ul><li>Assertiveness
    30. 30. Closing: Accommodation
    31. 31. If you know you are going to lose, earn some grace</li></ul>Unassume<br />Uncooperative<br />cooperative<br />
    32. 32. Step 10: Endgames<br /><ul><li>Scarcity Effects
    33. 33. Time
    34. 34. Walkout
    35. 35. Decrease in leverage
    36. 36. Accommodation</li></li></ul><li>Step 11: Clever Tricks<br /><ul><li>Low-balling (Underestimating the importance of a justified decision)
    37. 37. Reciprocity ploys</li></li></ul><li>

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