The document discusses best practices in negotiation, emphasizing preparation, problem diagnosis, and understanding key dynamics such as BATNA (Best Alternative to a Negotiated Agreement) to enhance negotiation outcomes. It includes a case study from Bokaro Steel Plant, detailing the process of resolving grievances through perception pooling and collaborative discussions among various departments. Recommendations for improving organizational dynamics and handling grievances are also provided.

1. Best practices in
NEGOTIATION
Mukul Gupta
(Faculty of Management)
Trainer PD & English Communication Skills
(Khandewal College of Management Science & Technology)

2. Best practices in
negotiation
Top 10 Practice of Negotiation

3. Best practices in
negotiation
Be Prepared.

4. Best practices in
negotiation
Diagnose the fundamental structure of Negotiation

5. Best practices in
negotiation
Identify the problem and work with BATNA

6. Best practices in
negotiation
Be willing to walk away.

7. Best practices in
negotiation
Master the key paradox of negotiation

8. Best practices in
negotiation
Remember the Intangibles

9. Best practices in
negotiation
Actively manage Coalitions

10. Best practices in
negotiation
Protect your reputation

11. Best practices in
negotiation
Remember the Rationality & Fairness

12. Best practices in
negotiation
Learn from your experiences

13. CASE STUDY
(Bokaro Steel Plant)
Mukul Gupta
(Faculty of Management)
Trainer PD & English Communication Skills
(Khandewal College of Management Science & Technology)

14. Objective
The objective of the case was to pool each other’s opinion
about their role in the organization, in order to resolve
grievances for building positive image based on true
endeavors and reducing negative image.

15. Parties involved
Top Management
32 Executives from various Department (Finance Dept,
Personnel Dept, EDP Dept)

16. Duration
The Exercise was continued for 11 hours for 2 days with
those 32 executives from various departments.

17. Phases of negotiation in
the case
 Identification of Problem (Grievances) based on exchanging of
views
 Seeking for Alternate Solutions
 Agreement based on dialogue with Top Management

18. Phase1: -PROBLEM
The key party found engaged with problem was Finance
Department and Personnel Department.
The major reason was different perception regarding their
qualities of their own and of various department.

19. Perception Pooling
Exercises
For Perception Pooling and for exchanging of views and
ideas few exercises named as (Microlab – Perception
Pooling Exercise - wherein people share their experiences
and opinions, Image Sharing, Image Building, Empathy
Building) were used.

20. Perception Pooling About Finance
Department
Image of finance department, drawn by personnel
department.
 No proper record keeping
 Errors in payments
 No interaction with other employees
 Ad-hoc Decision making

21. Perception Pooling About Personnel
Department
Image of personnel department, drawn by finance
department.
 Wrong Pay fixation
 Shifting of blames
 Subsequent Corrigendum
 Incomplete claim for PF/gratuity

22. Phase2: - Seeking Alternates
 Discussion among employees and executives was made
and, efforts done by Executives are as follows to resolve
issues..
Enquiry Counters as the Shop Floor
Prompt response to final settlement
Prompt payment of travel and conveyance allowance.
Disbursement of salary and PF at shop floor.
Time Keeping System
Computerized Statements
Proper Order Dissemination
Certifying claims for PF/Gratuity/leave/LTC
Window Clearance System

23. Phase3: - Preparation of
Agreement
 After finding the best alternatives, the consultation with
Top Management was done.
It was decided that full patronage will be given by top
management in the implementation of the recommendation
and commitment and a Home group (Team) was formed to
implement changes within 15 Days.

24. Recommendations
As it was all due to perceptual differences, periodical Staff
Meeting should be conducted in order to maintain the
decorum of the organization.
Proper Grievance Handling committee should be framed
with specified guideline of solving issues.
Proper Error free record system should be maintained by the
employees.

25. Recommendations
Partiality should be Avoided
 Mistakes should be admitted instead of shifting its blames.
 An Incentive or Reward based system should be
implemented in organization for raising productivity.

26. BATNA
Mukul Gupta
(Faculty of Management)
Trainer PD & English Communication Skills
(Khandewal College of Management Science & Technology)

27. BATNA
 What if negotiation fails?
 what if the another side of negotiation is more
powerful?
 what if next is more prepared?
What if tactics didn’t resulted as expected?

28. BATNA
 There the BATNA is used…
BEST ALTERNATIVE TO NEGOTIATED
AGREEMENT.

29. BATNA
BATNA Approach was given by Negotiation
researcher Roger Fisher and William Ury of
Harward Program on Negotiation.

30. BATNA
Guy Burgess and Midi Burgess have adapted the
concept of BATNA slightly to emphasis what they
call EATNA
(Estimated Alternative to a Negotiated Agreement).

31. BATNA
This Approach was taken forward from a series of
book on Principles of Negotiation (Getting to Yes)

32. BATNA
BATNA Can be defined as the most
advantageous alternative course of action, can be
opted if outcome of negotiation doesn’t satisfy the
party.

33. BATNA
As per to a saying, One should never accept a
worse resolution than its BATNA.
 Should take all relevant factors into
consideration.
 Relationship Values
 Time Value of Money

34. BATNA
BATNA increases your Negotiating Power.

35. BATNA
How to Develop BATNA?

36. BATNA
STEP1: -
List out your alternative course of action you
might opt in case of negotiation failure.

37. BATNA
STEP 2: -
Convert the most promising option into practical
choices.

38. BATNA
STEP 3: -
Select the best among all.

39. BATNA
STEP 4: -
Compare your BATNA with all proposals.

40. BATNA
STEP 5: -
Accept or Reject.

41. THANK YU
Unit – 3 (END)