This document discusses the importance of negotiation in partnerships and outlines several models for effective negotiation. It notes that partnerships depend on good working relationships between people from different organizations and cultures. Critical success factors for partnerships include effective negotiation, having a negotiation strategy, and focusing on relationships. The Cohen-Bradford Influence Model is presented as a framework for influencing others without direct authority, with steps like assuming others are potential allies, clarifying goals, understanding the other perspective, identifying important priorities or "currencies", dealing with relationships, and negotiating through give-and-take.

1. Negotiating the
Relationship
Dr Alex Hope
BE0964 Partnering and Collaboration

2. Introduction
•
Importance of
negotiation?
•
Process
•
Negotiation Skills

3. Partnering Success
•
Partnerships are about
relationships
•
The purpose of partnership is
‘to achieve together what we
could not achieve alone’
•
Need to create trust, equity
and mutual accountability
•
less determined by the
structure of the relationship
than by the practice of certain
behaviours

4. Partnering is about people
•
Multi-stakeholder/multi-sector
partnerships are complex
•
Dependent upon the
establishment of good working
relationships between people
from different organisations
and cultures, often with
different values, interests and
expectations

5. Critical Success Factors
•
Negotiation is one of the key
CSF in any partnering
arrangement
•
Negotiation Strategy is
important
•
Relationships are key

6. Importance of Negotiation
Commercial negotiations can
involve a complex range of
financial, business and
contractual issues
Planning, conducting and
analysing the outcomes of
commercial negotiations are
key elements of negotiation
Developing the skills of
commercial negotiation is a
demanding, valuable and often
personally challenging task

7. Importance of Negotiation
In many instances
commercial negotiations are
becoming more
complicated.
The speed of business has
increased, placing a severe strain
on those who seek to negotiate
the finer points of a deal.
The failure to spend enough time
in the detail may result in
uncertainties, later giving rise to
disputes and claims against all
the apparently resolved issues.

8. Strategy is dependant on
the nature of the partnership

9. PPP Process
•
Complex projects have unique features, so there is no standard way in
which the negotiation procedure should be undertaken

10. Pitfalls of poor negotiation
Source: PWC (2009)

11. Preparing for Negotiation

12. Re-Negotiation
The adverse financial ramifications of large PFI contracts that were negotiated in
healthier economic times are only now becoming clear to many public sector
organisations across the UK.
1. Need to cut or re-shape
(re-scope) services
2. Looking for your
partner(s) to reduce their profit
margin?
Re Negotiation can still be Win/Win

13. Negotiation Skills

14. Negotiation = Influencing

15. Preparing for Negotiation
Goals: what do you want to get
out of the negotiation? What do
you think the other person wants?
Trades: What do you and the
other person have that you can
trade?

16. Preparing for Negotiation
Alternatives: if you don't reach
agreement with the other person,
what alternatives do you have?
!
Relationships: what is the history of
the relationship? Could or should this
history impact the negotiation?

17. Preparing for Negotiation
Expected outcomes: what
outcome will people be
expecting from this negotiation?
!
The consequences: what are
the consequences for you of
winning or losing this
negotiation?

18. Preparing for Negotiation
Power: who has what power in the
relationship?
Possible solutions: based on all
of the considerations, what
possible compromises might there
be?

19. Six Laws of Influence
•
Prof Robert Cialdini Professor Emeritus of
Psychology and Marketing at
Arizona State University.
•
Influence: The Psychology of
Persuasion

20. The law of Reciprocity
•
This is a social convention
which causes us to feel that
we must repay in kind what
another person has provided
us.

21. The law Commitment and
Consistency
•
Once we take a choice or a
stand, we experience internal
and external pressure to stick
to that commitment

22. The law of Social Proof
•
This is the case of ‘keeping up
with the Jones’ so if everyone
has an iPad, I should get one
too

23. The law of Liking
•
People are more likely to buy a
product from someone they
actually like

24. The law of Authority
•
The legitimacy or authority of
the source is important

25. The law of Scarcity
•
The more scarce something is,
the more valuable it seems

26. Learn more on the eLP

27. Cohen-Bradford Influence
Model
The Influence Model was
created by Allan R.
Cohen and David L.
Bradford published in
“Influence Without
Authority” (2005)

28. Cohen-Bradford Influence
Model
Cohen and Bradford believe that
authority can be problematic. It
doesn't always guarantee that
you'll get support and
commitment from those around
you; and it can create fear, and
motivate people to act for the
wrong reasons. This is why it's
so useful to learn how to
influence others without using
authority.

29. The Influence Model is
useful whenever:
1. You need help from someone
over whom you have no authority.
2. The other person is resisting
helping you.
3. You don't have a good
relationship with the person from
whom you need help.
4. You have one opportunity to ask
the person for help.
5. You don't know the other person
well.

30. Model Steps
•
Assume all are potential allies.
•
Clarify your goals and priorities.
•
Diagnose the world of the other
person.
•
Identify relevant "currencies";
theirs, and yours.
•
Deal with relationships.
•
Influence through give and take.

31. Cohen-Bradford Influence Model
Assume All are Potential Allies
Influencing someone else –
especially someone who seems to
be "being difficult" – can make you
feel upset, nervous, or unsure
approach this situation by looking
at the other person as a potential
ally

32. Cohen-Bradford Influence Model
Clarify Your Goals and Priorities
Identify why you are trying to
influence this person. What is it
that you need from them? What are
your primary and secondary
goals?
keep your personal wants and
goals out of the situation.

33. Cohen-Bradford Influence Model
Diagnose the World of the Other Person
Understand your potential ally's
world, and understand how he or
she is judged. For instance, what
performance metrics do they work
by? How are they rewarded?
This step can be challenging;
and it will determine whether or
not you can identify this person's
relevant "currency", which is the
next step.

34. Cohen-Bradford Influence Model
Identify Relevant "Currencies"; Theirs and Yours
Cohen and Bradford identified
five types of currency that are
most often valued in
organizations.
•
Inspiration-related currencies.
•
Task-related currencies.s.
•
Here, you need to identify what
truly matters to your potential ally.
Position-related currencies.
•
Relationship-related currencies.
•
Personal-related currencies.

35. Cohen-Bradford Influence Model
Deal With Relationships
Analyze what kind of relationship
you have with this person. If you
know him or her well and you're on
good terms, you can directly ask
him or her for what you need.
If you're not on good terms, or
you're a complete stranger, then
you need to focus on building
trust and building a good
relationship before you move on
to the final step.

36. Cohen-Bradford Influence Model
Diagnose the World of the Other Person
Understand your potential ally's
world, and understand how he or
she is judged. For instance, what
performance metrics do they work
by? How are they rewarded?
This step can be challenging;
and it will determine whether or
not you can identify this person's
relevant "currency", which is the
next step.

37. Introduction
•
Importance of
negotiation?
•
Process
•
Negotiation Skills

38. Further Reading
Cialdini, R. B. (1993). Influence: The psychology of persuasion
Cohen, A. R., & Bradford, D. L. (2011). Influence without authority.
John Wiley & Sons.
PWC (2009) Strategic Partnerships: The Real Deal? Available at
http://www.pwc.co.uk/en_UK/uk/assets/pdf/strategic-partnershipsthe-real-deal.pdf