This document discusses various aspects of negotiation including: - The negotiation process involves achieving agreements where there are both complementary and conflicting interests. - It describes different negotiation styles (catalytic, supportive, controlling, analytic) based on their orientation, trust levels, and needs. - Key steps in the negotiation process are presented such as preparation, opening, presentation, and assessment. - Strategies for dealing with concessions, impasses, and maintaining flexibility are provided.

1. NEGOTIATION
TOTAL COOPERATION
TRUTHFULNESS, HONESTY
SHORT TERM ADVANTAGES
OPEN COMPETITION
SECRECY, DISTORTION
LONG TERM BENEFITS

2. NEGOTIATION IS THE PROCESS OF
ACHIEVING GOALS THROUGH AN
AGREEMENT, IN SITUATIONS WHERE THERE
EXIST MUTUAL OR COMPLEMENTARY
INTERESTS AS WELL AS ANTAGONIC AND
CONFLICTING INTERESTS AND IDEAS.

3. INTERPERSONAL
RELATIONS
NEGOTIATION
PROCESS
NEGOTIATOR’S PERSONAL
HISTORY AND REALITY
KNOW
LEDGE OF
BUSINESS /ISSUE
1st scenario
2nd scenario
3rd scenario

4. NEGOTIATION STEPS







PREPARATION
OPENING
EXPLOITATION
PRESENTATION
EXPLANATION
FINAL ACTION
CONTROL AND ASSESSMENT

5. BATNA (* )
THIS METHOD CONSISTS OF THREE STEPS IN ORDER TO
OVERCOME UNREALISTIC AND UNFLEXIBLE LIMITS:
STEP ONE: LIST EVERYTHING YOU COULD DO IN CASE YOU
DON’T COME TO AN AGREEMENT
STEP TWO: EXPLORE YOUR BEST OPTIONS AND TRY TO
IMPROVE THEM.
STEP THREE: CHOOSE THE BEST OPTION. THIS IS WHAT WE
CALL YOUR “BATNA”
REALISTIC ALTERNATIVES INSTEAD OF STRICT LIMITS
(*) ROGER FISCHER AND WILLIAN URY, PROFESSORS AT
HARVARD, CREATED THE CONCEPT OF BATNA - “THE BEST
ALTERNATIVE TO A NEGOTIATED AGREEMENT”

6. EXCHANGING CONCESSIONS
CALCULATE THE VALUE OF EACH CONCESSION. BEFORE
MAKING THE CONCESSIONS, ASK YOURSELF:
WHAT IS THE VALUE OF SUCH CONCESSION TO THE
OTHER PARTY?
WHAT WILL IT COST ME?
WHAT DO I NEED IN RETURN?

7. CONCESSIONS
1
LEAVE ROOM FOR NEGOTIATION
2
MAKE THE OTHER PARTY STRUGGLE FOR A
CONCESSION ON YOUR PART
3
DO NOT MAKE TOO MANY CONCESSIONS, TOO
FAST
4
IF POSSIBLE, MAKE THE FIRST MOST
SIGNIFICANT CONCESSION COME FROM THE
OTHE PARTY.
5
MAKE CONDITIONAL CONCESSIONS
6
FOLLOW UP ALL OF THE CONCESSIONS

8. IMPASSES
1
PAUSE
2
HONOURABLE WITHDRAWAL
3
CHANGE OF PLACE, PERSON OR PROPOSAL
4
MEDIATOR
5
RESPOND TO AGGRESSIONS WITH FACTS
6
AVOID PERSONALITY CONFLICTS
7
EMPHASIZE PREVIOUS POINTS OF AGREEMENT
MOVE ON TO NON CONFLICTING ISSUES

9.  LOTS OF IMPROVISATION AND LITTLE PLANNING
 DOES NOT FOLLOW THE STEPS
 W
HEN NEGOTIATING IN TEAMS, DOES NOT PREPARE ADEQUATELY
 HAS DIFFICULTY IN LISTENING TO THE OTHER PARTY
 HAS DIFFICULTY IN MAKING RELEVANT QUESTIONS
 IS EAGER
 HAS LITTLE FLEXIBILITY
 DOES NOT CONTROL RESULTS
 ACTS AS IF THE IMPORTANT THING W
ERE W
HAT ONE DOES, INSTEAD OF THE
RESPONSE ONE GETS FOR W
HAT ONE DOES .

10. CATALYTIC
DOMINATING/INFORMAL
♦ ORIENTATION : -------- IDEAS
♦ TRUST : --------
+OPENNESS
- CREDIBILITY
♦ NEEDS : -------- RECOGNITION
+
PERCEIVED
CREATIVE
SUPERFICIAL
-
ENTREPRENEUR
EXCLUSIVE
PERSUASIVE
IMPULSIVE
STIMULATING
HARD TO

11. SUPPORTIVE
CONDESCENDING/INFORMAL
♦ ORIENTATION : -------- RELATIONSHIP
♦ TRUST :
-------- + RECEPTIVITY
- COHERENCE / CONSISTENCY
♦ NEEDS: -------- ASSOCIATION
+
PERCEIVED
KIND
TIME
UNDERSTANDING
(PHONY)
PLAYS FOR THE TEAM
CONFLICT
GOOD LISTENER
-
WASTES
FAKE
AVOIDS

12. CONTROLLER
DOMINANTING/FORMAL
♦ ORIENTATION : -------- RESULTS
♦ TRUST : -------- + COHERENCE / CONSISTENCY
- RECEPTIVITY
♦ NEEDS : -------- ACCOMPLISHMENT
+
DECIDED
OBJETIVE
PERCEIVED
-
CRITIC
“BOSSY”
FAST
IMPATIENT
TAKES RISKS
INSENSITIVE
EFFICIENT
DEMANDING

13. ANALYTIC
CONDESCENDING/FORMAL
♦ ORIENTATION : -------- PROCEEDINGS
♦ TRUST : -------- + CREDIBILITY
- OPENNESS / CLEARNESS
♦ NEEDS : --------
+
SECURITY
PERCEIVED
ORGANISED
SERIOUS
-
METICULOUS
STUBBORN
CAREFUL
PROCRASTINATOR
PATIENT
SELF CONTROLLED
PERFECTIONIST
UNDECIDED

14. E
P
T
IV
IT
Y
SUPPORTIVE
R
E
D
IB
SE
IL
CU
IT
Y
RI
TY
ANALYTIC
C
S
C
RE
O CO
GN
P
E
N
I
N TIO
E
S N
E
AC C CONTROLLER
CO O H
M ER
PL E
IS N C
HM E
EN
T
R
CATALYTIC
AC
CE
PT
AN
CE

15. FLEXIBILITY
1
OPPORTUNITY ORIENTED
2
SEE COMMITMENTS IN A CONSTRUCTIVE WAY, NOT
AS AN OBSTACLE.
3
OPEN TO CHANGES
4
KNOWS HOW AND WHEN TO SAY “YES” AND “NO”
5
LESS SUBMITTED TO HABITS
6
TOLERANT TO INDIVIDUAL DIFFERENCES

16. FLEXIBILITY
7 RECOGNISES THE IMPORTANCE OF WORKING WITH
PEOPLE (RELATIONSHIP)AND IS CONCERNED ABOUT
GETTING THE JOB DONE (RESULTS ORIENTED) VALUES THE BALANCE BETWEEN THE TWO.
8
KNOWS HOW TO DEAL WITH DEFENSIVE
BEHAVIOURS
9 KNOWS HOW TO BEHAVE BASED ON PERSONAL POWER.