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Negotation In Practice for Abendgoa
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Negotation In Practice for Abendgoa

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Full day negotiation workshop for Abengoa leadership.

Full day negotiation workshop for Abengoa leadership.

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  • Were going to ultimately use our conflict management skills to think about implementation of modern organizational systems, but we’re going to start of thinking about it in a basic job context.
  • Looking for stakeholders, issues, outcomes, values of outcomes across stakeholders, role of time, BATNA
  • We bring an image
  • PackagingAdding IssuesFractioningBe creative
  • PackagingAdding IssuesFractioningBe creative
  • Now let’s apply it. Download the spreadsheetUnits30 minutes

Negotation In Practice for Abendgoa Negotation In Practice for Abendgoa Presentation Transcript

  • Negotiation inPracticeThe Plugged-In ManagerThePluggedInManager.comTerriGriffith
  • Conflict ManagementBroad Definition…. Broad Use….
  • Worksheet“Describe your last negotiation inoutline form”What were the key aspects of thenegotiation?
  • Developing a Language
  • Haggle
  • Sides of the table…
  • Negotiation: Deciding whatresources parties each willgive and take in an exchange
  • Preparation Leads to Better Deals
  • New Hire1. Familiarize yourself with your role & thesituation (5 min)2. Decide what you would like to accomplish(pick a goal - 2 min)3. Decide how you would like to accomplish it(brainstorm tactics - 3 min)4. Agreement on all issues, or impasse5. Negotiate Outside of Room6. Record Outcomes on Board
  • Types of IssuesDistributiveDifferent PreferencesSame ValuesCongruentSame PreferencesIntegrativeDifferent PreferencesDifferent Values
  • http://www.flickr.com/photos/toffehoff/244870162
  • StrategiesWhat I WantWhat theOther PartyWantsCompeteAccommodateAvoidCompromiseCollaborate/Integrate
  • Worksheet5. __________ only gets you ______of what you want.6. __________ issues are where ____________.7. __________ issues are where ___________.8. __________ issues are where ___________.
  • Two Tasks1. Getting Information– Not just positions– Underlying preferences, priorities2. Using Information– Not just tug of war– Identifying/creating value
  • Information SharingAsk questions – but why should they tellyou?Give information – reciprocityFind superordinate goals – super congruentissuesMake offers - packaging
  • Creating Value by…Image (CC) Brian Solis, www.briansolis.com and bub.blicio.us+
  • Creating Value by…
  • Not what people want, butwhy they want it… and finding ways toaddress underlyingpreferences/priorities thatsatisfy your own
  • Worksheet9. Not what people want, but ___________.10. _____________ & _____________ are twomethods of creating more value in thenegotiation.
  • Worksheet1. Preparation for negotiation is trivial orinvolved?2. What three kinds of information do you needto brainstorm about before your first meetingabout a negotiation?
  • BestAlternative toTheNegotiatedAgreement
  • Why do you need to knowyour BATNA?
  • PreparationStakeholder1 Stakeholder2 Stakeholder3 Stakeholdr4Issue 1Outcome 1Outcome 2Outcome 3Issue 2Outcome 1Outcome 2Outcome 3Issue 2Outcome 1Outcome 2Outcome 3
  • Worksheet3. When you have time, what is the agenda foryour first negotiation meeting?4. Describe at least two tactics for gatheringinformation from the stakeholders to anegotiation:
  • Second Context:Performance InterviewChris – Brand ManagerLee – Product Manager
  • WorksheetRead your case and determine:Your basic goal in the meetingPlan how to achieve that goal
  • Be Strategic In Your Preparation• What’s your BATNA?• What’s the other party’s BATNA?• What are the issues & outcomes?• What are the other party’s issues &outcomes?• How are the outcomes valued?• Strategies and techniques you can apply?
  • WorksheetWhat can you take away regarding alternativepoints of view?What about long versus short term goals and howyou value them?BATNA? Other preparation that would have beenuseful?
  • Technology ToolsOrganizational PracticePeople
  • BATNA & BUILDER
  • Business objectivesUniverse (context, history)Information needsLaws (policies, required procedures,regulations)Dynamics (timeframe, sequencing)Events (milestones)Reach (magnitude)
  • PreparationStakeholder1 Stakeholder2 Stakeholder3 Stakeholdr4Issue 1Outcome 1Outcome 2Outcome 3Issue 2Outcome 1Outcome 2Outcome 3Issue 2Outcome 1Outcome 2Outcome 3 TerriGriffith.com/blo
  • Negotiation…It’s not just for deals:
  • Organizational Change“Negotiated Change”Meeting AgendasSocial SituationsSocial Media Use Decisions
  • You Have to Ask