The document provides guidelines for conducting negotiations. It discusses preparation, such as assessing the negotiation situation and styles, identifying interests, and determining targets and alternatives. When negotiating, establish confidence, recognize tactics, and be willing to take risks. Various tactics are described for opening, making concessions, building agreement, and closing a deal. Getting commitment through rituals and accountability is important after reaching an agreement.
This document provides information about identifying and leveraging your Best Alternative To a Negotiated Agreement (BATNA) in negotiations. It discusses identifying your BATNA, developing your reservation price, constantly improving your BATNA options, not revealing your full BATNA to the other party, signaling that you have alternatives without providing details, researching the other party's BATNA, and some negotiation dos and don'ts regarding BATNAs. The document emphasizes maintaining alternatives and negotiating power by keeping your full BATNA private while hinting that attractive options exist, in order to obtain the best possible agreement.
The document discusses Japan's challenges with globalization and opportunities for growth outside of Japan. It notes that Japan faces a shrinking domestic market due to demographics like an aging population. However, globalization presents both opportunities to access new foreign markets through finding customers/partners online and threats from jobs moving overseas. It argues Japan needs to improve storytelling to build confidence, strengthen its brand, reform human resources to develop new skills, and pursue consistent global marketing, M&A, JVs, and alliances to expand internationally in a step-by-step manner rather than large risky acquisitions. Traditional Japanese management styles can hinder growth and innovation is needed to create sustainable growth beyond 3% annually.
The document discusses negotiation skills and provides information on:
1) The definition and origins of the word "negotiation" from Latin meanings related to business.
2) Negotiation involves communication between interdependent parties to reach agreements on differing needs or ideas.
3) Negotiation is used in many contexts from family, personal, academic, and business situations.
The document provides information on negotiating and the skills needed to be a successful negotiator. It discusses preparing for negotiations, including understanding your interests, alternatives, and aspiration points. It also covers the different stages of negotiation - information exchange, bargaining, and closing. The document outlines different negotiation styles and behaviors, including hard and soft approaches. It emphasizes the importance of separating the people from the problem, avoiding confrontation, and taking an unconditionally constructive approach to negotiations. Overall, the document stresses the value of preparation, understanding both sides, effective communication and problem solving to achieve mutually beneficial outcomes in negotiations.
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.
The document provides an overview of key concepts related to negotiation including:
- Common negotiation tactics like acting crazy, using a prestigious ally, limited authority, and divide and conquer strategies.
- Four phases of negotiation: plan, debate, propose, and bargain.
- Styles of negotiation including accommodating, collaborating, avoiding, competing, and compromising.
- Principles of principled negotiation including separating people from problems, focusing on interests not positions, inventing options for mutual gain, and using objective criteria.
Negotiation is about getting an agreement that satisfies both parties by making concessions. Preparation is key - identifying important issues, wants, and limits for each side. The negotiation process involves understanding the other party's perspective through discussion, proposing trade-offs, and bargaining until a final agreement is reached. Flexibility, listening, and focusing on interests rather than positions can help reach a mutually agreeable deal.
Negotiation Skills: The Missing Ingredient to Career SuccessJack Molisani
In this session, I share what I see is holding most content professional back from quantum leaps in career development: soft skills like conflict resolution skills, workplace negotiation skills, and more.
Attend our September meeting for a fun and interactive session that is guaranteed to increase your “promotabilty” and advance your content career!
This document provides information about identifying and leveraging your Best Alternative To a Negotiated Agreement (BATNA) in negotiations. It discusses identifying your BATNA, developing your reservation price, constantly improving your BATNA options, not revealing your full BATNA to the other party, signaling that you have alternatives without providing details, researching the other party's BATNA, and some negotiation dos and don'ts regarding BATNAs. The document emphasizes maintaining alternatives and negotiating power by keeping your full BATNA private while hinting that attractive options exist, in order to obtain the best possible agreement.
The document discusses Japan's challenges with globalization and opportunities for growth outside of Japan. It notes that Japan faces a shrinking domestic market due to demographics like an aging population. However, globalization presents both opportunities to access new foreign markets through finding customers/partners online and threats from jobs moving overseas. It argues Japan needs to improve storytelling to build confidence, strengthen its brand, reform human resources to develop new skills, and pursue consistent global marketing, M&A, JVs, and alliances to expand internationally in a step-by-step manner rather than large risky acquisitions. Traditional Japanese management styles can hinder growth and innovation is needed to create sustainable growth beyond 3% annually.
The document discusses negotiation skills and provides information on:
1) The definition and origins of the word "negotiation" from Latin meanings related to business.
2) Negotiation involves communication between interdependent parties to reach agreements on differing needs or ideas.
3) Negotiation is used in many contexts from family, personal, academic, and business situations.
The document provides information on negotiating and the skills needed to be a successful negotiator. It discusses preparing for negotiations, including understanding your interests, alternatives, and aspiration points. It also covers the different stages of negotiation - information exchange, bargaining, and closing. The document outlines different negotiation styles and behaviors, including hard and soft approaches. It emphasizes the importance of separating the people from the problem, avoiding confrontation, and taking an unconditionally constructive approach to negotiations. Overall, the document stresses the value of preparation, understanding both sides, effective communication and problem solving to achieve mutually beneficial outcomes in negotiations.
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.
The document provides an overview of key concepts related to negotiation including:
- Common negotiation tactics like acting crazy, using a prestigious ally, limited authority, and divide and conquer strategies.
- Four phases of negotiation: plan, debate, propose, and bargain.
- Styles of negotiation including accommodating, collaborating, avoiding, competing, and compromising.
- Principles of principled negotiation including separating people from problems, focusing on interests not positions, inventing options for mutual gain, and using objective criteria.
Negotiation is about getting an agreement that satisfies both parties by making concessions. Preparation is key - identifying important issues, wants, and limits for each side. The negotiation process involves understanding the other party's perspective through discussion, proposing trade-offs, and bargaining until a final agreement is reached. Flexibility, listening, and focusing on interests rather than positions can help reach a mutually agreeable deal.
Negotiation Skills: The Missing Ingredient to Career SuccessJack Molisani
In this session, I share what I see is holding most content professional back from quantum leaps in career development: soft skills like conflict resolution skills, workplace negotiation skills, and more.
Attend our September meeting for a fun and interactive session that is guaranteed to increase your “promotabilty” and advance your content career!
The document provides guidance on decision making and negotiation. It discusses defining the problem, gathering facts, brainstorming options, weighing pros and cons, selecting an option, and implementing it. It also discusses cooperative vs adversarial negotiation styles, preparing for negotiation by considering goals, trades, costs/values, and alternatives, and how the relationship history may impact negotiations. The overall document provides a framework for making decisions and strategies for successful negotiations.
This article provides a practical guide to successful business negotiations with 3 key points:
1) Thorough preparation is essential, including researching the other party and having a clear strategy and goals.
2) Effective negotiation requires understanding psychology and leverage points to get the best deal. Tactics like starting high and giving small concessions can help.
3) The goal should be a "win-win" agreement where both sides feel they achieved an acceptable outcome to do repeat business in the future.
This document discusses negotiation strategies and tactics. It begins by outlining important dates for assignments and exams. It then covers 24 "truths" about black belt negotiation skills. Some of the key points discussed include setting optimistic but realistic aspirations goals, the power of making the first offer to anchor negotiations, planning concessions, and being aware of tactics like the "even split" ploy where one party proposes splitting the difference between offers to reach a quick agreement. The document provides detailed advice on negotiation strategy and how to approach various situations that may arise during negotiations.
Honing your workplace negotiating skills Jack Molisani
We all find ourselves negotiating for what we want, whether we're trying to manage the scope of a project, negotiate a job offer, or ask for a raise.
During this workshop you will practice how to successfully navigate a negotiation, including:
How to prepare for a pending negotiation
How to set the stage for success
How to get what you really want
When to cut your losses and start over elsewhere
Jack will draw on experience as both a buyer and seller of corporate services, and will share war stories from both sides of the negotiation table in this hands-on segment on how to hone your workplace negotiation skills.
This final workshop of the day will give you the tools to get what you want, not what you are offered.
“You don’t get what you deserve, you get what you negotiate!”
The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.
This document discusses working in teams and effective team dynamics. It covers several key points:
- Teams need a leader to organize work and everyone else should have equal status. The team skills needed depend on the project. Teams are most effective when they are large enough to have specialist skills but not too large to manage.
- Successful teams depend on the skills and efforts of team members and good management and communication from the leader.
- Characteristics of good teams include diversity, tolerance, communication, trust, prioritizing the team over individuals, and an appropriate reward structure.
- Negotiation is also discussed, including effective negotiation strategies and avoiding psychological barriers that can hinder the process.
Negotiation skills the missing ingredient to career success psstcJack Molisani
Technical Writing has always been a field in which we plan for output channels that don’t even exist yet, but it seems like authoring tools and technology are evolving faster the than technology we are writing about.
In this session I’m not going to talk about the latest tools and technology you need to learn to stay competitive. Instead, I’ll share what I see is holding most content professional back from quantum leaps in career development: soft skills like conflict resolution, workplace negotiation skills, and more.
Negotiation is a dialogue between two or more parties, with the intent of coming to a mutually agreed solution, because each party has something the other wants.
Successful negotiation is an art form that comes naturally to some, but must be learned by most.
As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
In negotiation, after all, neither party holds all the aces. Instead, negotiation proceeds (or should proceed) on a rather level playing field. Since both parties want to win, what is the best way to proceed?
The document discusses strategies and tactics for distributive bargaining situations. It describes distributive bargaining as a "win-lose" scenario where the goals of each party are in direct conflict over limited resources. It recommends preparing by setting target and resistance points. Several tactics are examined, including assessing the other party's alternatives, managing impressions, modifying perceptions, and manipulating costs and delays. The document warns against intimidation tactics and provides guidelines for making concessions, closing deals, and dealing with hardball tactics commonly seen in distributive negotiations.
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
This document discusses strategies and tactics for distributive bargaining. Distributive bargaining is a "win-lose" situation where the goals of each party are in conflict and the resources being negotiated are limited. Key strategies include assessing the other party's alternatives and resistance point in order to push for a settlement near their resistance point. Tactics discussed include managing impressions of offers, modifying the other party's perceptions, and manipulating costs of delay or termination. The document provides guidelines for concession making, establishing commitments, and dealing with hardball tactics like good cop/bad cop.
The document provides tips for handling difficult people and effective negotiation strategies. It discusses maintaining emotional stability when dealing with others and holding realistic expectations when interacting with difficult individuals. The key aspects of negotiation outlined include having flexibility, planning objectives, managing time effectively, and cultivating a positive attitude to reach agreements that benefit all parties. Win-win solutions that satisfy multiple interests are emphasized over win-lose outcomes.
This document discusses key concepts and principles for effective negotiation. It defines negotiation as a process where interdependent parties come to agreement on allocating scarce resources. Common negotiation problems include leaving money on the table through lose-lose outcomes, settling for too little due to overestimating one's bargaining power, and prematurely walking away from negotiations. The document outlines strategies for improving negotiation skills, including understanding one's best alternative to a negotiated agreement and reservation price without revealing them, strengthening one's bargaining position, and using objective criteria when making concessions.
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
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
Honing your Workplace Negotiating Skills Jack Molisani
This document provides an overview of negotiation skills for the workplace. It defines negotiation as attempting to come to an agreement through discussion and compromise. The presentation discusses strategies like letting the other party make the first offer, being prepared to justify your position, finding areas of compromise through negotiating scope rather than rates, and knowing when to walk away from a negotiation. The goal is to achieve a "win-win" agreement where both sides feel they have obtained value. Listening skills, managing emotions, and understanding the other perspective are also emphasized.
The document discusses key aspects of negotiation including defining objectives, identifying negotiable points, knowing your limits and the other party's needs, giving concessions to reach agreement, and following up to confirm the agreement in writing. Effective negotiation requires preparation, establishing what each side wants to achieve, clarifying and summarizing agreed points, and adding value when possible to satisfy the other party's interests. The goal is a consensual agreement where both sides feel they have achieved something through the negotiation process.
This document discusses different leadership styles including autocratic, bureaucratic, democratic, coercive, transactional, transformational, and laissez-faire. It provides descriptions of each style, when each style may be most effective to use, and examples of leaders who embody each style. Additionally, it briefly references other leadership theories including Theory X and Y as well as Hersey-Blanchard's Situational Leadership theory. The overall document aims to define and compare different leadership approaches.
The document provides guidance on decision making and negotiation. It discusses defining the problem, gathering facts, brainstorming options, weighing pros and cons, selecting an option, and implementing it. It also discusses cooperative vs adversarial negotiation styles, preparing for negotiation by considering goals, trades, costs/values, and alternatives, and how the relationship history may impact negotiations. The overall document provides a framework for making decisions and strategies for successful negotiations.
This article provides a practical guide to successful business negotiations with 3 key points:
1) Thorough preparation is essential, including researching the other party and having a clear strategy and goals.
2) Effective negotiation requires understanding psychology and leverage points to get the best deal. Tactics like starting high and giving small concessions can help.
3) The goal should be a "win-win" agreement where both sides feel they achieved an acceptable outcome to do repeat business in the future.
This document discusses negotiation strategies and tactics. It begins by outlining important dates for assignments and exams. It then covers 24 "truths" about black belt negotiation skills. Some of the key points discussed include setting optimistic but realistic aspirations goals, the power of making the first offer to anchor negotiations, planning concessions, and being aware of tactics like the "even split" ploy where one party proposes splitting the difference between offers to reach a quick agreement. The document provides detailed advice on negotiation strategy and how to approach various situations that may arise during negotiations.
Honing your workplace negotiating skills Jack Molisani
We all find ourselves negotiating for what we want, whether we're trying to manage the scope of a project, negotiate a job offer, or ask for a raise.
During this workshop you will practice how to successfully navigate a negotiation, including:
How to prepare for a pending negotiation
How to set the stage for success
How to get what you really want
When to cut your losses and start over elsewhere
Jack will draw on experience as both a buyer and seller of corporate services, and will share war stories from both sides of the negotiation table in this hands-on segment on how to hone your workplace negotiation skills.
This final workshop of the day will give you the tools to get what you want, not what you are offered.
“You don’t get what you deserve, you get what you negotiate!”
The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.
This document discusses working in teams and effective team dynamics. It covers several key points:
- Teams need a leader to organize work and everyone else should have equal status. The team skills needed depend on the project. Teams are most effective when they are large enough to have specialist skills but not too large to manage.
- Successful teams depend on the skills and efforts of team members and good management and communication from the leader.
- Characteristics of good teams include diversity, tolerance, communication, trust, prioritizing the team over individuals, and an appropriate reward structure.
- Negotiation is also discussed, including effective negotiation strategies and avoiding psychological barriers that can hinder the process.
Negotiation skills the missing ingredient to career success psstcJack Molisani
Technical Writing has always been a field in which we plan for output channels that don’t even exist yet, but it seems like authoring tools and technology are evolving faster the than technology we are writing about.
In this session I’m not going to talk about the latest tools and technology you need to learn to stay competitive. Instead, I’ll share what I see is holding most content professional back from quantum leaps in career development: soft skills like conflict resolution, workplace negotiation skills, and more.
Negotiation is a dialogue between two or more parties, with the intent of coming to a mutually agreed solution, because each party has something the other wants.
Successful negotiation is an art form that comes naturally to some, but must be learned by most.
As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
In negotiation, after all, neither party holds all the aces. Instead, negotiation proceeds (or should proceed) on a rather level playing field. Since both parties want to win, what is the best way to proceed?
The document discusses strategies and tactics for distributive bargaining situations. It describes distributive bargaining as a "win-lose" scenario where the goals of each party are in direct conflict over limited resources. It recommends preparing by setting target and resistance points. Several tactics are examined, including assessing the other party's alternatives, managing impressions, modifying perceptions, and manipulating costs and delays. The document warns against intimidation tactics and provides guidelines for making concessions, closing deals, and dealing with hardball tactics commonly seen in distributive negotiations.
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
This document discusses strategies and tactics for distributive bargaining. Distributive bargaining is a "win-lose" situation where the goals of each party are in conflict and the resources being negotiated are limited. Key strategies include assessing the other party's alternatives and resistance point in order to push for a settlement near their resistance point. Tactics discussed include managing impressions of offers, modifying the other party's perceptions, and manipulating costs of delay or termination. The document provides guidelines for concession making, establishing commitments, and dealing with hardball tactics like good cop/bad cop.
The document provides tips for handling difficult people and effective negotiation strategies. It discusses maintaining emotional stability when dealing with others and holding realistic expectations when interacting with difficult individuals. The key aspects of negotiation outlined include having flexibility, planning objectives, managing time effectively, and cultivating a positive attitude to reach agreements that benefit all parties. Win-win solutions that satisfy multiple interests are emphasized over win-lose outcomes.
This document discusses key concepts and principles for effective negotiation. It defines negotiation as a process where interdependent parties come to agreement on allocating scarce resources. Common negotiation problems include leaving money on the table through lose-lose outcomes, settling for too little due to overestimating one's bargaining power, and prematurely walking away from negotiations. The document outlines strategies for improving negotiation skills, including understanding one's best alternative to a negotiated agreement and reservation price without revealing them, strengthening one's bargaining position, and using objective criteria when making concessions.
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
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
Honing your Workplace Negotiating Skills Jack Molisani
This document provides an overview of negotiation skills for the workplace. It defines negotiation as attempting to come to an agreement through discussion and compromise. The presentation discusses strategies like letting the other party make the first offer, being prepared to justify your position, finding areas of compromise through negotiating scope rather than rates, and knowing when to walk away from a negotiation. The goal is to achieve a "win-win" agreement where both sides feel they have obtained value. Listening skills, managing emotions, and understanding the other perspective are also emphasized.
The document discusses key aspects of negotiation including defining objectives, identifying negotiable points, knowing your limits and the other party's needs, giving concessions to reach agreement, and following up to confirm the agreement in writing. Effective negotiation requires preparation, establishing what each side wants to achieve, clarifying and summarizing agreed points, and adding value when possible to satisfy the other party's interests. The goal is a consensual agreement where both sides feel they have achieved something through the negotiation process.
This document discusses different leadership styles including autocratic, bureaucratic, democratic, coercive, transactional, transformational, and laissez-faire. It provides descriptions of each style, when each style may be most effective to use, and examples of leaders who embody each style. Additionally, it briefly references other leadership theories including Theory X and Y as well as Hersey-Blanchard's Situational Leadership theory. The overall document aims to define and compare different leadership approaches.
This document discusses human resource development (HRD). It defines HRD as activities designed by an organization to provide members with skills to meet current and future job demands. HRD emerged as employee needs extended beyond training to include coaching, group work, and problem solving. HRD is one function within human resource management (HRM) which encompasses functions like planning, staffing, compensation, and employee relations. Key HRD functions include training and development, organizational development, and career development. The document outlines frameworks for strategic HRD and the HRD process.
This document provides guidance on planning effective training programs. It discusses assessing needs, designing objectives and outcomes, developing content and activities, implementing engagement strategies, and evaluating impact. Key points include:
- Training objectives should be specific, measurable, achievable, realistic and time-bound (SMART) to clearly define expected outcomes.
- Needs assessment identifies gaps in knowledge and skills to address. Pre- and post-training evaluations measure effectiveness.
- Lesson plans map the design, including introduction, activities, and assessment of learning objectives.
- Engaging learners through interaction, examples, and questioning helps apply material in a job context. Feedback further improves training quality.
Management theories have evolved over time from classical, human relations, and quantitative approaches to modern approaches. The classical approach focused on developing universal principles, scientific management, and bureaucratic organizations. The human relations approach established that human/social factors are important based on the Hawthorne Studies. Modern approaches recognize that no single theory applies to all situations and emphasize contingency thinking based on analyzing each unique situation.
The document discusses different organizational structures and their effects on employee behavior. It describes a functional structure as having a top-down hierarchy with standardized jobs and rules that promote efficiency but inhibit creativity. A team structure decentralizes authority and promotes initiative, creativity, and job satisfaction. A divisional structure segments the company into independent business units, while a matrix structure combines functional and divisional approaches. Conflicts can arise from insular behavior between departments with different interests.
The document discusses various aspects of workplace conflict such as definitions, causes, types, and models for managing conflict. It describes different types of conflict including intra-individual, interpersonal, inter-group, and organizational. Several conflict management styles are presented including avoiding, accommodating, compromising, and collaborating. Transactional analysis concepts like ego states, life positions, and stroking are introduced for understanding interpersonal dynamics. Assertiveness is discussed as an important skill for effective conflict resolution.
Human Resource Management involves functions like recruitment, selection, training and development that deal with an organization's human resources or people dimension. The scope of HRM spans from the entry to exit of employees.
Some key functions and objectives of HRM include supplying competent and willing employees to the organization, being socially responsible and compliant with legal regulations, ensuring organizational effectiveness through strategic planning and employee development, and supporting employees' careers and training. Many companies now outsource various HR activities like recruitment and training.
The context of HRM includes external factors like political, legal and economic conditions, as well as internal factors within the organization like its culture, unions and professional bodies. Analyzing these contexts helps HR adopt a proactive approach
This document discusses organizational change and development. It begins by defining organizational change as a modification to an organization's structure, processes, or products that significantly impacts work and staff. Changes can include alterations to structure, operations, roles, or working conditions/environment. Forces driving change include both external factors like technology and internal factors like managerial changes. The document then examines the process of change management and types of changes. It also discusses sources of individual and organizational resistance to change and tactics for managing resistance like communication, participation, and negotiation. Finally, it provides an overview of organizational development as a planned educational strategy for change using sensitivity training and collaboration between internal/external change agents.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
2. THE NEW SCHOOL
Negotiating
Basic rule of negotiating: “You never
get anything you don’t ask for.”
Don’t negotiate until you’ve created
value – a differential competitive
advantage.
Don’t discuss price/cost until you’re
ready to negotiate and close.
Negotiate to close the deal.
CHRISTINE NGARI
3. THE NEW SCHOOL
The Negotiating and Closing
Process
Your Negotiating Approach
1. Information-based
Information about your customers and their
competitors
Information about your competitors
Information about the other side’s cultural
background
The style and tactics of the other side
2. Relationship-based
3. Ethical
4. Flexible
CHRISTINE NGARI
4. THE NEW SCHOOL
Preparation
1. Assess the situation.
– There are four basic bargaining
situations depending on:
– The perceived importance of the ongoing
relationship
– The perceived conflict over the the stakes
involved (to what degree do both sides
want the same limited resource such as
money, power, terms, etc.)
CHRISTINE NGARI
5. THE NEW SCHOOL
The Situational Matrix
High Low
Perceived Conflict Over Stakes
High
Low
Importance
of Relation-
ship
I. Balanced Concerns: Business
partnership, joint venture, merger
II. Relationships: Marriage, friendship,
or work team
III. Transactions: Divorce, house
sale, or stock market transaction
IV. Tacit Coordination: Highway inter-
section or airplane seating
2/28/2023
CHRISTINE NGARI
6. THE NEW SCHOOL
Negotiating
1. Tacit Coordination - Calls for tactful
avoidance of conflict, not negotiation.
2. Transactions – Stakes, such as price, are
substantially more important than
relationships. Leverage counts.
3. Relationships - Treat the other party well,
generously, the stakes are secondary.
Accommodate.
4. Balanced Concerns - Problem solving and
compromise are vital. Stakes and
relationships equally important.
CHRISTINE NGARI
7. THE NEW SCHOOL
Preparation
2. Assess negotiating styles.
– Competitors
– Accommodators
– Narcissists
– Cooperators
Match the other side’s style if
Competitor or Cooperator.
You’re a cooperator, a competitor will
eat your lunch.
If you’re a competitor, you will tend to
gouge a cooperator.
CHRISTINE NGARI
8. THE NEW SCHOOL
Preparation
3. Identify other side’s interests, needs
and objectives.
– Fill out Negotiating and Closing Planner
4. Determine your targets.
– Specific opportunity/product/event/job
– Price
– Size of the deal
– Share of budget
– Terms and conditions
CHRISTINE NGARI
9. THE NEW SCHOOL
Preparation
5. Determine your BATNA (Best
Alternative to a Negotiated
Agreement).
If you have one.
6. Determine your HLE (Highest
Legitimate Expectation).
7. Determine your walk-aways.
– Price
– Terms and conditions
CHRISTINE NGARI
10. THE NEW SCHOOL
Negotiating – Initial Discussion
Deliver bad news (deal breakers,
threats) early in a negotiation.
Sell all the deal terms early.
Indicate where you can and cannot be
flexible (increase credibility).
When selling a perishable product,
always set a deadline on your offers.
Signal your expectations (HLE)
CHRISTINE NGARI
11. THE NEW SCHOOL
8. Determine tactics
Tit-for-tat
Warning
Bluff
Use a mixed strategy, bluff on a random
basis, only if you’re experienced.
9. Estimate Ball Park
CHRISTINE NGARI
12. THE NEW SCHOOL
The Ball Park
$0 $250
$100 $150
Seller’s bottom line:
Seller must get at
least $100.
Buyer’s bottom line:
Most buyer will pay
is $150.
During negotiations, people tend to gravitate toward their bottom line--the dominant
reference point--and measure success with reference to the bottom line as it is difficult
to reorient to an ambitious bargaining goal.
2/28/2023
CHRISTINE NGARI
14. THE NEW SCHOOL
Signaling Leverage
Strong Weak
Your Leverage as You See It
Firm
Flexible
How
You
Want
to
Act
Make confident demands and
credible threats.
Display your alternatives and
leave the decision to the other
Side – “take it or leave it.”
Emphasize the uncertain future.
Bluff (act strong when you are not).
Show (and tell) the other side
you’re investing in the
relationship.
Be generous.
Acknowledge the other side’s power
and stress the potential gains from
future cooperation.
Appeal to the other side’s sympathy.
What would they say in your position?
2/28/2023
CHRISTINE NGARI
15. THE NEW SCHOOL
Maneuvering for Dominance
and Control
Whoever controls the agenda,
usually controls the outcome.
The other side only has the power
you give it.
Tactics to get you frustrated: Hurry up,
interruptions, keep you waiting, bring in
the boss.
Have confidence in yourself and your
value.
Check your ego at the door (it’s not
about you). CHRISTINE NGARI
16. THE NEW SCHOOL
Negotiate at the highest level
possible.
Negotiate on your own turf if
possible.
Negotiate face-to-face whenever
possible.
CHRISTINE NGARI
17. THE NEW SCHOOL
Opening and Making
Concessions
Bargaining formally begins when one
side opens with a concrete, plausible
(in their mind) offer.
Don’t respond emotionally to any offer
or any tactic.
Getting emotionally involved leads to
awful outcomes.
Don’t include most of the other side’s
requests in your initial offer.
CHRISTINE NGARI
18. THE NEW SCHOOL
Opening Tactics: Open First?
If you are not informed about the
other side’s business, interests, or
demands, don’t open first.
If you are well informed, open first:
It lets you fix the range, the zone of realistic
expectations.
Sometimes forces the other side to rethink its
goals.
Most important, allows you to set the anchor.
We tend to be heavily influenced by first
impressions.
CHRISTINE NGARI
19. THE NEW SCHOOL
Anchoring
When the other side hears a high or low
number, they adjust their expectations
(unconsciously) accordingly.
The first offer anchors the other side’s
perception of your walk-away price.
First offer must be somewhat reasonable (no more
than 50% higher than you will settle for).
As high as possible within the Ball Park--as close
to the other side’s walk-away as possible (that’s
the home run).
Outlandish numbers at the beginning can kill
the deal or destroy your credibility if you
drastically reduce the offer later.
CHRISTINE NGARI
20. THE NEW SCHOOL
Framing
• Frame all of your offers.
– Framing emphasizes the value of your offer.
– Framing provides justification for the other side to make
concessions.
– To those who like to win (promotion
focus), frame as a gain, a win – emphasize
benefits.
• For those who are afraid to lose
(prevention focus for whom losses loom
larger than gains), frame as a possible loss
– emphasize the pain and shame of losing.
CHRISTINE NGARI
21. THE NEW SCHOOL
Framing Example
Group I
1 If Program A is adopted, 200 people will be
saved.
2 If Program B is adopted, 1/3 probability that all
will be saved, 2/3 probability that none will be
saved.
Group II
1 If Program A is adopted, 400 people will die.
2 If Program B is adopted, 1/3 probability that all
will be saved, 2/3 probability that none will be
saved.
76% in Group I chose Program A, only 12% in
Group II chose Program A.
Same deal.
CHRISTINE NGARI
22. THE NEW SCHOOL
Opening: Optimistic
or Reasonable
Depends on the situation:
Relationship – Open optimistically, then
be generous with concessions.
Transaction - Open optimistically (high,
but not too high). The highest for which
there is a supporting standard or
argument enabling you to make a
presentable case.
Make the highest opening you can “with a
straight face.”
Don’t open high if you have no leverage and
the other side knows it.
CHRISTINE NGARI
23. THE NEW SCHOOL
Optimistic Openings
• Take advantage of two psychological
tendencies: The Contrast Principle and the
Norm of Reciprocity.
– The Contrast Principle: If I want you to pay
me $500,000 for my house, and I open with
$750,000 (supported by a presentable,
“straight-face” argument), my settlement of
$500,000 seems very reasonable and gives the
perception of giving a very good deal.
– If I had opened for $550,000 and only come
down to $500,000, the contrast would have
been small and the deal not as satisfying.
CHRISTINE NGARI
24. THE NEW SCHOOL
Optimistic Openings
The Norm of Reciprocity:
I make an optimistic opening ($750,000),
and you reject it.
I moderate my offer by making a significant
concession ($650,000), and you feel
obligated to accept it (reciprocity).
CHRISTINE NGARI
25. THE NEW SCHOOL
Big then smaller offer = “door in the
face.” Second offer seems reasonable.
Other side feels compelled to
reciprocate.
Small then bigger offer – “foot in the
door.” Second offer seems reasonable
because they’ve already said yes.
CHRISTINE NGARI
26. THE NEW SCHOOL
Concession Tactics
Open optimistically and have room
to make concessions.
Concessions are the language of
cooperation. They tell the other
side in concrete, believable terms
that you accept the legitimacy of
their demands and recognize the
necessity to cooperate and sacrifice
to get a fair deal.
CHRISTINE NGARI
27. THE NEW SCHOOL
Concession Tactics
• To get movement, offer a small
concession/trade – show that agreement
is possible.
– Give a concession/trade in your least
important area (i.e. Lower price to get a
desired deal term or payment term.)
• The other side’s first concession is in its least
important area of concerns.
• Try not to give the first major concession (it
raises expectations and confuses people).
– Put the major issues aside, agree on small,
easy issues first.
CHRISTINE NGARI
28. THE NEW SCHOOL
Concession Tactics
Give small concessions and give
them slowly.
The slower you give them, the more
value they have.
A fast concession makes the buyer feel
awful (“could’ve gotten more”) and
devalues your product.
Make the other side work hard for every
concession; they will appreciate it more.
Make concessions progressively smaller.
CHRISTINE NGARI
29. THE NEW SCHOOL
Building Agreement
Summarize agreements and restate
the other side’s position on a regular
basis.
Be patient—with patience and hard
work in exploring alternatives, you
can make the deal better for both
sides.
CHRISTINE NGARI
30. THE NEW SCHOOL
Closing
Expect to close the deal.
If you walk away, always leave the
door open.
CHRISTINE NGARI
31. THE NEW SCHOOL
Closing Tactics
Split the difference?
The most likely settlement point in a negotiation is
the midpoint between two opening offers.
People who prefer a cooperative style like to cut
through the bargaining process and often offer to
split the difference at the beginning.
When the relationship is important, split the
difference; it’s a smooth way to close.
In a transaction situation, the midpoint may be too
much in the other side’s favor; don’t split.
In a balanced concerns situation; problem solve –
widen the options – before splitting.
CHRISTINE NGARI
32. THE NEW SCHOOL
Closing and Gaining
Commitment
Closing tactic – the scarcity effect:
The scarcity tactic works even better at the
end rather than at the beginning of a
negotiation:
Competition (someone else wants it)
Deadlines (agree now or elements or terms of
the deal “explode”)
CHRISTINE NGARI
33. THE NEW SCHOOL
Closing Tactics
Use a variety of trial closes
throughout the negotiating process:
The Clincher Close
The Assumption Close
The SRO Close
The Minor-Point Close
The T-Account Close
The Pin-Down Close
CHRISTINE NGARI
34. THE NEW SCHOOL
Closing
Ask for a decision.
Non-binding Letter of Intent (LOI)
Commitment to send a contract.
48-hour hold
“What else is left?”
“If I can resolve these issues, do we
have an agreement?”
CHRISTINE NGARI
35. THE NEW SCHOOL
Closing
Be careful about trying to close too
aggressively.
You can create a sense of urgency,
but the timetable has to be the other
side’s.
Too much pressure can kill a
prospective sale.
High pressure raises suspicion.
People want to buy, they don’t like being
“sold”or “closed.”
CHRISTINE NGARI
36. THE NEW SCHOOL
Buyers‘ Tactics
The Big Bait (search for rock
bottom)
Deliver Garbage (lowers
expectations and confidence)
Good Guy/Bad Guy (forces the
wrong comparison)
The Flinch (brings out guilt feelings)
The Price Tag (sets a limit)
CHRISTINE NGARI
37. THE NEW SCHOOL
Buyers’ Tactics
Red Herring (manufactures an issue,
tries to transfer concessions)
The Crunch (implies they’re hot, but
won’t give a number)
Silence (tries to get the other side to
respond with concessions)
Cherry Pick
Auction
CHRISTINE NGARI
38. THE NEW SCHOOL
Buyers’ Tactics
Blackmail (never give in to threats,
makes you vulnerable in the future)
Change of Pace (brings you close,
then backs off to get you frustrated
and to concede)
Escalation (takes back a concession)
Split the Difference (after a low
offer)
CHRISTINE NGARI
39. THE NEW SCHOOL
Buyers’ Tactics
Nibble (offers a settlement, then
takes little bites back)
Declare the Other Side the Winner
(don’t believe it)
Take It or Leave It (an ultimatum;
always look to the future)
CHRISTINE NGARI
40. THE NEW SCHOOL
Confidence Gives You
Power
The buyer will never be forgiven for
not asking for a better deal), but will
always be forgiven for not getting it.
Recognize negotiating tactics.
Accuse the other side of not being
fair – flinch.
Take reasonable risks – equate risk
with a positive outcome.
If you’re comfortable with risk.
CHRISTINE NGARI
41. THE NEW SCHOOL
Confidence
A “good deal” is an individual
perception that is unique to every
person.
Low price
Someone else wanted it
High quality, reasonable price
Got the last one
Low risk of dissatisfaction
CHRISTINE NGARI
42. THE NEW SCHOOL
Got a discount (“wholesale”)
Feel that they won
Something else thrown in
Price/results ratio is high
Compared to alternatives
CHRISTINE NGARI
43. THE NEW SCHOOL
Get Commitment
Social Ritual
Public Announcement
Accountability
Simultaneous Exchange
Once you get commitment, say
“thank you,” shut up and scram.
Nothing good can happen after a “yes.”
CHRISTINE NGARI
44. THE NEW SCHOOL
Get Commitment
Agreements alone are not enough
unless the relationships and trust
between both sides are deep and
stable.
Set the situation up so that the
other side has something to lose if it
fails to perform, and be willing to
take a similar step yourself.
CHRISTINE NGARI
45. THE NEW SCHOOL
On Becoming an
Effective Negotiator
Seven tools for highly cooperative
people:
1. Avoid concentrating too much on your
bottom line. Spend extra time preparing
your goals and developing high
expectations.
2. Develop a specific alternative such as a
fallback if the negotiation fails. If you
can’t walk away, you can’t say a simple
“no,” you need a fallback position.
3. Get an agent and delegate the
negotiating task.
CHRISTINE NGARI
46. THE NEW SCHOOL
4. Create an audience (you’re more
assertive when people are watching).
5. Say, “Can you do better than that
because…” (push back a little with a
truthful reason).
6. Insist on commitments, not just
agreements (don’t be too trusting).
CHRISTINE NGARI
47. THE NEW SCHOOL
Summary
Plan. Know your and the other
side’s negotiating style and
objectives, and plan tactics.
Identify the negotiating situation
(Balanced Concerns, Relationship,
Transaction, Tacit Coordination)
Negotiate to close and get a
commitment.
Make the other side feel like it got a
good deal. CHRISTINE NGARI