1. CONDUCTING A NEGOTIATIONCONDUCTING A NEGOTIATION
 Introduce people, small talkIntroduce people, small talk
 Shift to business - agenda and procedureShift to business - agenda and procedure
What is the purpose of the negotiation ?What is the purpose of the negotiation ?
What issues will be discussed ?What issues will be discussed ?
Who will chair the meeting , how long will it last ?Who will chair the meeting , how long will it last ?
 Exchange Opening Statements + clarifying questionsExchange Opening Statements + clarifying questions
 Summarize - agree on issues to be negotiatedSummarize - agree on issues to be negotiated
 Exchange Opening Positions + clarifying questionsExchange Opening Positions + clarifying questions
 Identify overlaps and gapsIdentify overlaps and gaps
 Begin bargainingBegin bargaining
Look for creative solutions to narrow the gapLook for creative solutions to narrow the gap
Ask for explanations and ideasAsk for explanations and ideas
Trade concessionsTrade concessions
Reshape the packageReshape the package
Keep it moving - use summariesKeep it moving - use summaries
Adjourn if necessaryAdjourn if necessary
 Decide when and how to closeDecide when and how to close

2. 4 STEP METHOD4 STEP METHOD ©©
PREPARING
□ Objectives
□ Information
□ Concessions
□ Variables
□ Strategy
□ Teamwork
ARGUING
□ Be firm & brief
□ Exchange
□ Listen
□ Question
□ Summarize
□ Challenge
□ Look for clues
□ Build on their ideas
□ Talk too much
□ Interrupt
□ Score points
□ Attack
□ Blame
□ Debate
□ Defend
□ Threaten
□ Talk floppy
SIGNALLING
□ Signs of movement
□ Qualified statements
PROPOSING
□ Opening
concessions
□ Opening conditions
□ Linking
□ Firm on generalities
□ Flexible on specifics
PACKAGING
□ Who
□ What
□ How much
□ When
□ Concessions work
for
objectives
BARGAINING
□ Trading
□ Lead w/ conditions
□ Unsettled items
□ Nothing for nothing
CLOSING
□ Summary
□ Concession
□ Condition
□ What was agreed ?

3. TEAMWORKTEAMWORK
 Team LeaderTeam Leader
 Main SpeakerMain Speaker
 Support SpeakerSupport Speaker
 QuestionerQuestioner
 SummarizerSummarizer
 ObserverObserver

4. NEGOTIATION STRATEGIESNEGOTIATION STRATEGIES
No strategyNo strategy
RationalRational
EthicalEthical
EmotionalEmotional
InsightInsight
Disturb homeostasisDisturb homeostasis
Conceal objectivesConceal objectives
High PressureHigh Pressure
Low pressureLow pressure
Avoid concessionsAvoid concessions
Use his argumentsUse his arguments
Are you sure ?
1. Use logic & reason to get him to accept your proposal.
2. Convince him of your integrity. Show he can trust you.
3. Appeal to the emotions is a powerful way to persuade !
4. Provide scattered information rather than systematic arguments.
Allow him to see the relationships himself.
5. Use statements to lead him to question the soundness of his
present situation.
6. Use indirect & projective questions to orient him to identify his
needs, then show you can meet them.
7. Make clear & positive statements. Repeat them.
8. Use questions to lead him to a course of action so he feels he
has made the decision to accept your proposal.
9. Head off requests for concessions before they’re verbalized.
10. Acknowledge limitations, faults & problems before he does.

5. NEGOTIATION DEADLOCKNEGOTIATION DEADLOCK
… how to break it… how to break it
 Park it, deal with it laterPark it, deal with it later
 « We both stand to lose if we don’t make a deal »« We both stand to lose if we don’t make a deal »
 Reformulate the packageReformulate the package
 Watch for signalsWatch for signals
 Send signalsSend signals
 Adjourn the meeting, review the situationAdjourn the meeting, review the situation
 Make some more (conditional) concessionsMake some more (conditional) concessions
 Introduce a new variable or optionIntroduce a new variable or option
 Suggest bringing in a mediatorSuggest bringing in a mediator
 Restate the issue, watch for reactionsRestate the issue, watch for reactions
 Summarize, focus on common groundSummarize, focus on common ground
 Meet outside, off the recordMeet outside, off the record
 Try walking out !Try walking out !

6. NEGOTIATION GAMBITSNEGOTIATION GAMBITS
… how to deal with them… how to deal with them
 Beauty ContestBeauty Contest They’re good but we’re better…They’re good but we’re better…
 The BudgetThe Budget Who wrote it? Which budget?Who wrote it? Which budget?
 ShotgunShotgun Let’s talk about that as part of the deal.Let’s talk about that as part of the deal.
 Fait AccompliFait Accompli You’ll be hearing from our lawyer.You’ll be hearing from our lawyer.
 DeadlineDeadline Can’t it be extended? Ignore it.Can’t it be extended? Ignore it.
 ThreatsThreats Never retaliate.Never retaliate.
 Personal CriticismPersonal Criticism Never retaliate.Never retaliate.
 Pulling StatusPulling Status Ignore it.Ignore it.
 Sausage SlicingSausage Slicing It’s a package.It’s a package.
 The Numbers GameThe Numbers Game Can you confirm that in writing?Can you confirm that in writing?
 Bad Guy - Nice GuyBad Guy - Nice Guy Talk to nice guy, look at bad guy.Talk to nice guy, look at bad guy.
 Change of NegotiatorChange of Negotiator Summarize, withdraw concessions.Summarize, withdraw concessions.
 Limited EmpowermentLimited Empowerment Get more authority.Get more authority.
 Going Over Your HeadGoing Over Your Head I speak for my boss too.I speak for my boss too.
 SilenceSilence Summarize, silence.Summarize, silence.
 Last Minute DemandsLast Minute Demands Withdraw concessions.Withdraw concessions.
 Final Offer RejectedFinal Offer Rejected Modify offer, invent newModify offer, invent new
options.options.

7. PERSONAL ACTION PLANPERSONAL ACTION PLAN
 Current skillsCurrent skills
 Skills to work onSkills to work on
 My goalsMy goals
 My resourcesMy resources
 Action planAction plan

8. NEGOTIATION SKILLSNEGOTIATION SKILLS
 PREPARINGPREPARING
 CONSIDERING OPPOSITION’S OBJECTIVESCONSIDERING OPPOSITION’S OBJECTIVES
 EXCHANGING INFORMATIONEXCHANGING INFORMATION
 LISTENING MORE and TALKING LESSLISTENING MORE and TALKING LESS
 OBSERVINGOBSERVING
 SUMMARIZINGSUMMARIZING
 QUESTIONINGQUESTIONING
 SIGNALLINGSIGNALLING
 RESPONDINGRESPONDING
 TESTING COMMITMENTTESTING COMMITMENT
 MAKING CONCESSIONSMAKING CONCESSIONS
 IMPOSING CONDITIONSIMPOSING CONDITIONS
 PROPOSINGPROPOSING
 PACKAGINGPACKAGING
 LINKINGLINKING
 BARGAININGBARGAINING
 CREATING NEW VARIABLESCREATING NEW VARIABLES
 USING ROLESUSING ROLES
 TEAMWORKTEAMWORK





9. SKILLED NEGOTIATORSSKILLED NEGOTIATORS
 ExploreExplore optionsoptions : up to 5 per issue: up to 5 per issue
 Focus onFocus on common groundcommon ground : 38% of comments: 38% of comments
 Consider theConsider the long termlong term : twice the comments: twice the comments
 SetSet highhigh andand lowlow limitslimits
 UseUse issue planningissue planning rather than issue sequencerather than issue sequence

10. SKILLED NEGOTIATORSSKILLED NEGOTIATORS
 ExploreExplore optionsoptions : up to 5 per issue: up to 5 per issue
 Focus onFocus on common groundcommon ground : 38% of comments: 38% of comments
 Consider theConsider the long termlong term : twice the comments: twice the comments
 SetSet highhigh andand lowlow limitslimits
 UseUse issue planningissue planning rather than issue sequencerather than issue sequence