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Negotiations hurra h's creativity

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Course Assignment, HBR article Analysis

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

Transcript

  • 1.
  • 2. 12 Angry Men
    • Character Introduction
    • 3. No backstage Preparation
  • Negotiations Framework
  • 4. Diagnosing the Bargaining Situation
    • Interested Parties:
    • 5. 12 jury people
    • 6. Common Interest : Reaching a consensus decision
  • Diagnosing the Bargaining Situation
    Position
    1 VS 11 (initial)
    "You couldn't change my mind if you talked for a hundred years."
    Reservation point:
    Case should be solvedasap no matter what the decision is
    Target point:
    Reaching a consensusdecision that the boy is guilty asap
  • 7. Zone Of Potential Agreement (ZOPA)
    Contentious Negotiation
    Z
    O
    P
    A
    ZOPA
    Reaching a consensus decision
  • 8. Distributive NegotiationSlicing up the pie
    • 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
  • A Multi-Step Program to Negotiations – a checklist
  • 14. A Multi-Step Program to Negotiations – a checklist
  • 15. Step 4: Diagnosing the situation
    The Situation Matrix
    High
    Transactional Negotiation
    Balanced Negotiation
    Stakes
    Relational Negotiation
    Latent Conflict
    Low
    Low
    High
    Importance of Relationship
  • 16. Step 5: Tactical Questions
  • 17. Step 6: Claiming and Creating value
    • Claiming value
    • 18. I win, you lose
    • 19. No value creation
    • 20. No rule for fairness
  • To go for the baseball game asap
  • 21. Step 7: Diagnosing and using leverage
    • Primary leverage
    • 22. BATNA
    • 23. Secondary leverage
    • 24. Negative (ULTIMATUM)
    • 25. Time – an important factor
  • Leverage Diagnostic Matrix
    Strong
    Make Confident Demands or Threats
    Be Generous
    Relative leverage
    Appeal to Sympathy
    Bluff
    Weak
    Flexibility
    Flexible
    Inflexible
  • 26. Step 8: A matter of style
    Negotiating Style
    COLLABORATE
    I Win / You Win
    ACCOMMODATE
    I Lose / You Win
    Importance of Relationship
    COLLABORATE
    We both lose
    We both win
    COLLABORATE
    I Lose / You Lose
    Compete
    I win / You Lose
    Importance of Outcome
  • 27. Negotiating Style
  • 28. The Competing Style
    My way or the highway!
    • High BATNA
    • 29. Time constraints – other people taking advantage
    Assume
    • Assertiveness
    • 30. Closing: Accommodation
    • 31. If you know you are going to lose, earn some grace
    Unassume
    Uncooperative
    cooperative
  • 32. Step 10: Endgames
  • Step 11: Clever Tricks
    • Low-balling (Underestimating the importance of a justified decision)
    • 37. Reciprocity ploys