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Negotiation Skills
- 1. Negotiation Skills Kevin R. Thomas Manager,Training & Development x3542 Kevin.R.Thomas@williams.edu
- 2. Objectives • You’ll learn: –Specific steps you can take to prepare for any negotiation – Best practices for implementing a negotiation strategy
- 3. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Complete Preparation Guide 5 • Role Play 5 • Debrief
- 4. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Complete Preparation Guide 5 • Role Play 5 • Debrief
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- 6. Traditional Negotiation Commitment (extremeposition) Final offer Last Offer Final last offer Commitment (extreme position) Final offer Last offer Final last offer Threat to walk Threat to walk Harvard University, Project on Negotiation
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- 8. Increasing the Sizeof the Pie Fight over fixed, limited, quantitative terms. Neither side gets all they want Creating possibilities that create fulfillment of qualitative values, needs, desires Both sides get everything they want
- 9. Key Principles • Everynegotiation is an opportunity to build relationships • The best negotiations help both parties get more of what they want. • Every negotiation is an opportunity for you to “walk the walk” of your values as a person and professional.
- 10. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Complete Preparation Guide 5 • Role Play 5 • Debrief
- 11. Clarify Your Goals •What is the ideal outcome of this negotiation: – Terms of the agreement – think about the – Status of the relationship at the end – How you felt about yourself and how you behaved. • Universally valuable goals: – To better understand the other person’s position – To express your own views skillfully – To do your part to creating a constructive problem solving dialog
- 12. A Good Agreement… •Strengthens the relationship between the parties • Meets the interests of all parties well • Is the best of many options • Is legitimate and durable, supported by objective criteria • Is better than our BATNA (Best Alternative to a Negotiated Agreement) • Identifies specific, firm and implementable commitments
- 13. Substance and Relationship AccommodationNegotiation Avoidance Competition ImportanceofRelationship High Low Importance of Substance High
- 14. Diagnose Their World •What do you know about … – Their hopes and fears – Their core concerns – Their “trading currencies” – The influence of other stakeholders on them – How they are likely to see you
- 15. Trading Currencies • Anynegotiation is about an exchange of value • Value takes many forms • Trading currencies define main categories of value that can be exchanged. • Understand what you have to offer • Understand what they may have to offer • Decide which offerings are most important for the negotiation
- 16. Trading Currencies Currency Definitionand Example Inspiration vision, excellence, morality/ethics Ex: car sale from Friday Night Lights Task resources, information, assistance, support Ex: Training consultant sends me a free book Position advancement, recognition, visibility, reputation, networks/contacts, importance/insiderness Ex: Never Eat Alone Relationship acceptance, personal support, understanding, inclusion Ex: My Amazon return Personal Gratitude: appreciation Ownership/involvement over important tasks Self concept: self-esteem Comfort: avoidance of hassles
- 17. Disclosure: The Negotiator’sDilemma No Disclosure: Missed opportunity With Disclosure: Risk of exploitation
- 18. Disclosure: Managing theDilemma • Prepare. Consider what you can reveal. • Reveal the nature of your interests, but not the intensity • Share information reciprocally, in bite-sized pieces • Promote a frame of side-by-side joint problem-solving
- 19. Objective Criteria • Representreasonable standards that create a “benchmark” for what a reasonable outcome could look like: – Professional Standards – Legal Precedent – Scientific Findings – Market Price – Expert Opinion
- 20. BATNA • Best Alternativeto a Negotiated Agreement: • Know Your BATNA: – What’s next for you if you can’t come to an agreement? – What can you do to improve your BATNA? • Know Their BATNA: – What might their BATNA be? – What could you do to find out?
- 21. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Role Play 5 • Debrief
- 22. Focus on Interestsnot Positions • Positions: Statements of desired negotiation outcomes • Interests: Needs, concerns, goals that motivate us to negotiate • Probe for interests – Ask “why” or “why not?” • Conflict is a signal to exchange information
- 23. Conflict as aSignal to Exchange Information Disagreement Information Exchange Agreement Shared Interests Different Interests Joint Effort Exchange of Value
- 24. Invent Options forMutual Gain • Option generation should follow discussion of interests and be based upon them • Follow brainstorming rules • Separate option generation from option evaluation and commitment • A successful option maximizes joint gain, is efficient, and expands the pie
- 25. How to UseObjective Criteria • Use criteria as a “sword” – “Let me show you why this is fair.” • Use criteria as a “shield” – “Why is that a fair number?”
- 26. Commitments • Firm: explicit,often written • Concrete: use the SMART formula
- 27. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Complete Preparation Guide 5 • Role Play 5 • Debrief
- 28. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Complete Preparation Guide 5 • Role Play 5 • Debrief
- 29. Agenda 1 • Overviewand Introductions 2 • Preparing for a Negotiation 3 • During a Negotiation 4 • Complete Preparation Guide 5 • Role Play 5 • Debrief
- 30. Kevin R. Thomas Manager,Training & Development x3542 Kevin.R.Thomas@williams.edu • Program evaluation link will be sent by email. • You’ll get a link to a course page with all the materials.