This document outlines a presentation on managing conflict, negotiation, and getting to yes. The presentation covers key concepts from Getting to Yes by Fisher and Ury, including separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria. It discusses managing emotions in conflict, understanding interests, brainstorming solutions, and using fairness standards. The presentation emphasizes skills like preparation, flexibility, listening, and emotional intelligence in negotiation. It encourages practicing techniques through role plays and provides final reminders on maintaining a positive attitude.
This presentation had been used internally in a Lunch & Learn session at KMS Technology which is one of the types of knowledge sharing at KMS Technology Vietnam (www.kms-technology.com)
Getting to Yes! Negotiating Agreement Without Giving In - Summary - MemoJustin Fenwick
"Separate the people from the problem."
Members of the Harvard Negotiation Project, Fisher and Ury focused on the psychology of negotiation in their method, "principled negotiation," finding acceptable solutions by determining which needs are fixed and which are flexible for negotiators.
"Focus on interests, not positions."
"Invent options for mutual gain."
"Insist on using objective criteria."
"Know your BATNA (Best Alternative To Negotiated Agreement)"
This slide deck is based on the concepts in a great book by William Ury called Getting Past No. If these slides pique your interest, I suggest reading the book; it is well worth your time.
This presentation had been used internally in a Lunch & Learn session at KMS Technology which is one of the types of knowledge sharing at KMS Technology Vietnam (www.kms-technology.com)
Getting to Yes! Negotiating Agreement Without Giving In - Summary - MemoJustin Fenwick
"Separate the people from the problem."
Members of the Harvard Negotiation Project, Fisher and Ury focused on the psychology of negotiation in their method, "principled negotiation," finding acceptable solutions by determining which needs are fixed and which are flexible for negotiators.
"Focus on interests, not positions."
"Invent options for mutual gain."
"Insist on using objective criteria."
"Know your BATNA (Best Alternative To Negotiated Agreement)"
This slide deck is based on the concepts in a great book by William Ury called Getting Past No. If these slides pique your interest, I suggest reading the book; it is well worth your time.
Dr. Rick Goodman discusses principles for improving negotiation abilities through enhanced communication skills. For more assistance on building negotiation skills visit www.rickgoodman.com or www.advantagecontinuingeducationseminars.com
A short overview of Principled Negotiation from teh book Getting to Yes by Roger Fisher and William Ury presented by Alec McPhedran of Skills Channel TV.
Takeaways from the international bestseller: "Getting to Yes"BuyerZone
BuyerZone's sales team highlights important takeaways and tips from the international bestseller "Getting to Yes" by Roger Fisher and William Ury.
For more sales tips, visit our blog: www.buyerzone.com/blog
Negotiation a 'YES' Agreement by Derek HendrikzDerek Hendrikz
Negotiating Yes by Derek Hendrikz summarises the book "getting to yes - negotiating an agreement without giving in" by authors William Ury and Roger Fisher. Don't bargain over positions, separate people from the problem, focus on interest not positions, invent options for mutual gain, insist on using objective criteria, develop your BATNA, best alternative to negotiated settlement.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Negotiations: Separate the People from the ProblemJohn Cousins
This slide deck is based on Chapter 2 of the the great book Getting to Yes: Separate the People from the Problem. Fun images help illustrate the insightful points made throughout this chapter.
Tips on how to approach the process of negotiating with an emphasis on being rational, kind and even tempered. With so many ways to be led astray by ego and emotions during negotiations, this template helps us remember what is important and how to stay cool and focused.
Broaden the options available instead of trying to narrow the gap between positions and suffering premature closure.
A wiser decision-making process: select from a large number of possible answers
Salary Negotiation - FUDOUT - combatting Fear, Uncertainty and Doubt via Options, Understanding and Trust... and by VP Leveraging--using Value to leverage company challenges (Pain).
Dr. Rick Goodman discusses principles for improving negotiation abilities through enhanced communication skills. For more assistance on building negotiation skills visit www.rickgoodman.com or www.advantagecontinuingeducationseminars.com
A short overview of Principled Negotiation from teh book Getting to Yes by Roger Fisher and William Ury presented by Alec McPhedran of Skills Channel TV.
Takeaways from the international bestseller: "Getting to Yes"BuyerZone
BuyerZone's sales team highlights important takeaways and tips from the international bestseller "Getting to Yes" by Roger Fisher and William Ury.
For more sales tips, visit our blog: www.buyerzone.com/blog
Negotiation a 'YES' Agreement by Derek HendrikzDerek Hendrikz
Negotiating Yes by Derek Hendrikz summarises the book "getting to yes - negotiating an agreement without giving in" by authors William Ury and Roger Fisher. Don't bargain over positions, separate people from the problem, focus on interest not positions, invent options for mutual gain, insist on using objective criteria, develop your BATNA, best alternative to negotiated settlement.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Negotiations: Separate the People from the ProblemJohn Cousins
This slide deck is based on Chapter 2 of the the great book Getting to Yes: Separate the People from the Problem. Fun images help illustrate the insightful points made throughout this chapter.
Tips on how to approach the process of negotiating with an emphasis on being rational, kind and even tempered. With so many ways to be led astray by ego and emotions during negotiations, this template helps us remember what is important and how to stay cool and focused.
Broaden the options available instead of trying to narrow the gap between positions and suffering premature closure.
A wiser decision-making process: select from a large number of possible answers
Salary Negotiation - FUDOUT - combatting Fear, Uncertainty and Doubt via Options, Understanding and Trust... and by VP Leveraging--using Value to leverage company challenges (Pain).
Do you hold people accountable in your personal and professional life? Here are ideas to consider when you need to do this and could use a refresher or motivation.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. • Today’s Goals:Today’s Goals:
– Add valueAdd value
• Refresh on concepts and learn something new.Refresh on concepts and learn something new.
• Build and enhance your past success.Build and enhance your past success.
• Present with Active Learning Methods:Present with Active Learning Methods:
– ObserveObserve
– DoDo
– Dialogue with Self and OthersDialogue with Self and Others
WelcomeWelcome
2
3. • Spend Our Time WiselySpend Our Time Wisely
• Make it Fun and Productive.Make it Fun and Productive.
Time is Important!
3
4. • Getting To Yes, Fisher and UryGetting To Yes, Fisher and Ury
• Getting to Yes Presentation for IS Dept, 2007Getting to Yes Presentation for IS Dept, 2007
• Teaching and Career ExperienceTeaching and Career Experience
• Professional Sales, Marketing and NegotiatingProfessional Sales, Marketing and Negotiating
TrainingTraining
Sources
4
5. • Share the Big Picture
• Avoid distractions
• Be specific - X 7 (X11)
• Speak the “native tongue”
• Create 2-way conversation
• Gain immediate feedback
• Power of Body Language
Communication During ChangeCommunication During Change
5
6. • Higher Sense of PurposeHigher Sense of Purpose
• Open Mind – Embrace DiversityOpen Mind – Embrace Diversity
• Common GroundCommon Ground
• Rosabeth Moss KanterRosabeth Moss Kanter
Enduring PrinciplesEnduring Principles
for Changing Timesfor Changing Times
6
7. • Chapter One –Chapter One –
– Problems that arise in using the standardProblems that arise in using the standard
strategies for positional bargaining.strategies for positional bargaining.
• Chapter Two – FiveChapter Two – Five
– Four principles of the method.Four principles of the method.
Getting to Yes –Getting to Yes –
About the Book -About the Book - It’s AboutIt’s About
Principled Negotiation.Principled Negotiation.
7
8. • Negotiation is a fact of life.Negotiation is a fact of life.
• More and More occasions requireMore and More occasions require
negotiation.negotiation.
• Every negotiation is different, but theEvery negotiation is different, but the
basic elements do not change.basic elements do not change.
• Principled negotiation can be usedPrincipled negotiation can be used
whether there is one issue or several.whether there is one issue or several.
Getting to Yes – Author’s CommentsGetting to Yes – Author’s Comments
8
9. Think Pair ShareThink Pair Share
(5 Minutes)(5 Minutes)
• What is negotiation?What is negotiation?
• What is meant by successful negotiation?What is meant by successful negotiation?
• What are some skills associated with successfulWhat are some skills associated with successful
negotiating?negotiating?
• What is an objection?What is an objection?
• What is an outcome?What is an outcome?
• What are some successful and/or unsuccessfulWhat are some successful and/or unsuccessful
negotiations that you have been involved in?negotiations that you have been involved in?
What were the outcomes?What were the outcomes? 9
10. Four Major ComponentsFour Major Components
-- Separate the People From the ProblemSeparate the People From the Problem
-- Focus on Interests, Not PositionsFocus on Interests, Not Positions
-- Invent Options for Mutual GainInvent Options for Mutual Gain
-- Insist on Using Objective CriteriaInsist on Using Objective Criteria
Fisher and Ury (1991) Getting To YesFisher and Ury (1991) Getting To Yes
The Four PrinciplesThe Four Principles
of Getting to Yes ?of Getting to Yes ?
10
11. • Change be difficult for some.Change be difficult for some.
• Change may create a reaction at times and conflict (Change createsChange may create a reaction at times and conflict (Change creates
motion and motion can create friction).motion and motion can create friction).
• Intrapersonal and Interpersonal Conflict TypesIntrapersonal and Interpersonal Conflict Types
• Stages of Conflict EscalationStages of Conflict Escalation (Thomas’s Model of Escalation)(Thomas’s Model of Escalation)
• Awareness of tension, Severing of the relationship and TotalAwareness of tension, Severing of the relationship and Total
DestructionDestruction
• Types of Conflicts (Types of Conflicts (Interest, Cognitive and NormativeInterest, Cognitive and Normative):):
– Bumps, Bruises and Head BangersBumps, Bruises and Head Bangers
Before We Begin –Before We Begin –
Some Points on Change and ConflictSome Points on Change and Conflict
11
12. Why Can ConflictsWhy Can Conflicts
Can Be Tough To Manage?Can Be Tough To Manage?
1. You are dealing with People and Personality
• Enduring tendencies to feel, think, and act in certain ways.
2. Perceptions
3. Powerful Needs and Wants
- Security
- Economic well being
- Sense of belonging
- Recognition
4. Remember, change can create conflict at times and change be difficult . So
remember, always before beginning a negotiation or handling a conflict, pleasealways before beginning a negotiation or handling a conflict, please
know the situation and know your purpose.know the situation and know your purpose.
12
13. • Strong emotions are often involved in conflictStrong emotions are often involved in conflict
situationssituations
• Hurting people’s feelings just makes thingsHurting people’s feelings just makes things
worseworse
• Speak for purposeSpeak for purpose
- When anger’s high, some things are best left- When anger’s high, some things are best left
unsaidunsaid
- Before making a statement, know what- Before making a statement, know what
purpose this information will servepurpose this information will serve
Separate PeopleSeparate People
From The ProblemFrom The Problem
13
14. Strong emotions usually follow conflictedStrong emotions usually follow conflicted
situations.situations.
AngerAnger
DepressionDepression
FearFear
HostilityHostility
FrustrationFrustration
DistantDistant
Separate the PeopleSeparate the People
From the ProblemFrom the Problem
14
15. • Don’t blame the other person for the problemDon’t blame the other person for the problem
• Act as a partner, not an enemyAct as a partner, not an enemy
• Allow a cooling off period when necessaryAllow a cooling off period when necessary
• Use symbolic gestures when appropriate ( a noteUse symbolic gestures when appropriate ( a note
of sympathy, a statement of regret, etc)of sympathy, a statement of regret, etc)
• Most Importantly: DEAL WITH PEOPLE ASMost Importantly: DEAL WITH PEOPLE AS
HUMAN BEINGS!!!!!HUMAN BEINGS!!!!!
Separate the PeopleSeparate the People
From the ProblemFrom the Problem
15
16. • Basic human needs are powerful interests!Basic human needs are powerful interests!
- security- security
- economic well-being- economic well-being
- sense of belonging- sense of belonging
- recognition- recognition
Focus on Interests, Not PositionsFocus on Interests, Not Positions
16
17. • If you want the other side to understand yourIf you want the other side to understand your
interests, seek to understand theirsinterests, seek to understand theirs
• Look forward, not backLook forward, not back
• Keep the focus on the solutions to the problem,Keep the focus on the solutions to the problem,
not whose to blame for the problem.not whose to blame for the problem.
Focus on Interests, Not PositionsFocus on Interests, Not Positions
17
18. • Be flexible and open to new ideas – in regards toBe flexible and open to new ideas – in regards to
solutions.solutions.
• An open mind is not an empty one – you haveAn open mind is not an empty one – you have
your interests in mind, but you are not set inyour interests in mind, but you are not set in
your positionyour position
• Before the negotiation: think of several optionsBefore the negotiation: think of several options
that would meet you intereststhat would meet you interests
• Attack the problem, not the person!!Attack the problem, not the person!!
Focus on Interests, Not PositionsFocus on Interests, Not Positions
18
19. • Think collaborativelyThink collaboratively
• Ways to think about options:Ways to think about options:
- The facts of the problem- The facts of the problem
- What ought to be done to solve the problem- What ought to be done to solve the problem
- Feasible suggestions for action- Feasible suggestions for action
Invent Options for Mutual GainInvent Options for Mutual Gain
19
20. • Look through the eyes of different experts.Look through the eyes of different experts.
None of us is as smart as all of us!!!None of us is as smart as all of us!!!
• Place yourself firmly in the shoes of the otherPlace yourself firmly in the shoes of the other
side – for each optionside – for each option
• Try to find something that other person hasTry to find something that other person has
agreed to in the pastagreed to in the past
• Consider how implementing the decision mightConsider how implementing the decision might
be difficult for the other sidebe difficult for the other side
Invent Options for Mutual GainInvent Options for Mutual Gain
20
21. • Commit yourself to reaching a solution that isCommit yourself to reaching a solution that is
based on principle, not pressurebased on principle, not pressure
• Use standards of fairness, efficiency, or scientificUse standards of fairness, efficiency, or scientific
meritmerit
• Refer to precedentsRefer to precedents
• Look for possible independent standards andLook for possible independent standards and
fair solutionsfair solutions
Insist on Using Objective CriteriaInsist on Using Objective Criteria
21
22. • Possible standards:Possible standards:
- professional standards- professional standards
- efficiency- efficiency
- equal treatment- equal treatment
- tradition- tradition
- moral standards- moral standards
• NEVER yield to pressureNEVER yield to pressure
Insist on Using Objective CriteriaInsist on Using Objective Criteria
22
23. • Anger with More Anger… NOT!!!!!!Anger with More Anger… NOT!!!!!!
• Talk to Each Other…Not About Each OtherTalk to Each Other…Not About Each Other
• Does This Relationship Matter????Does This Relationship Matter????
• Improved Conflict Resolution=ImprovedImproved Conflict Resolution=Improved
Relationships!Relationships!
• Excellence in Relations and Customer Service areExcellence in Relations and Customer Service are
important to growth.important to growth.
• The experience people have is what they willThe experience people have is what they will
remember most about the organization.remember most about the organization.
Final Tid BitsFinal Tid Bits
23
24. • Basic “Rules of the Road”Basic “Rules of the Road”
– Effective feedback is about developmentEffective feedback is about development
– Goal is to help people become better.Goal is to help people become better.
– Negative Nellie's and Gloomy Guses have no place inNegative Nellie's and Gloomy Guses have no place in
teams!!teams!!
– Have fun with it growing your skills!Have fun with it growing your skills!
Now it’s Your TurnNow it’s Your Turn
Practice Makes Better!!!Practice Makes Better!!!
24
25. • Discuss and role play a situation where youDiscuss and role play a situation where you
experienced a conflicted situation.experienced a conflicted situation.
– What were the initial positions taken?What were the initial positions taken?
– What emotions were involed?What emotions were involed?
– What behavior was exhibited?What behavior was exhibited?
– How did you handle that behavior?How did you handle that behavior?
– What were the parties interests?What were the parties interests?
– What options did you present for mutual gain?What options did you present for mutual gain?
– Were those options difficult for either party?Were those options difficult for either party?
– Was the outcome?Was the outcome?
Follow Up Assignment -Follow Up Assignment -
Groups of ThreeGroups of Three
25
26. • What did you learn from each othersWhat did you learn from each others
experience?experience?
• How did your behaviors/attitudes/positionsHow did your behaviors/attitudes/positions
impact your story?impact your story?
• Now you gotta’ practice!!!Now you gotta’ practice!!!
Decompress!!!Decompress!!!
26
27. • Remember, effective conflict management andRemember, effective conflict management and
effective customer service ARE NOT mutuallyeffective customer service ARE NOT mutually
exclusive events!!! Practice DOES make betterexclusive events!!! Practice DOES make better
Looking Ahead…Looking Ahead…
27
28. Before the rest, your attitude must pass the test!
Talk the walk and walk the talk, but remember, people
will watch how you walk it more than how you talk it!
Remember The Fish Philsophy:
◦ Chose Your Attitude
◦ Play
◦ Make Their Day
◦ Be Present
Some Final Points!Some Final Points!
28
29. Attachment - NegotiationAttachment - Negotiation
(Bill Davis Personal Notes)(Bill Davis Personal Notes)
NEGOTIATIONNEGOTIATION
– A Process in which to reach an agreement.A Process in which to reach an agreement.
– Achieve a mutually acceptable solution.Achieve a mutually acceptable solution.
– A satisfying conclusion.A satisfying conclusion.
– An attempt to reconcile what constitutes a good result for you and for the other party.An attempt to reconcile what constitutes a good result for you and for the other party.
– Both sides win something.Both sides win something.
– Preparation, Proposal, Debate, Bargaining and Closing..Preparation, Proposal, Debate, Bargaining and Closing..
SKILLS NEEDEDSKILLS NEEDED
– Have a wide range of objectives - Be flexible.Have a wide range of objectives - Be flexible.
– Explore possibilities – a wide range of possibilities.Explore possibilities – a wide range of possibilities.
– Prepare well in advance ..Prepare well in advance ..
– Interactive – Listening and QuestioningInteractive – Listening and Questioning
– FlexibilityFlexibility
• Be flexible – a sign of strength now weaknessBe flexible – a sign of strength now weakness
– AdaptabilityAdaptability
– Emotional Intelligence – Read DynamicsEmotional Intelligence – Read Dynamics
– Prioritizing ClearyPrioritizing Cleary
• IdealIdeal
• Realistic targetsRealistic targets
• MinimumMinimum
– Making AdjustmentsMaking Adjustments
29