This document provides an overview of negotiation concepts and best practices. It defines negotiation as a communication process where two parties try to reach an agreement on an issue of common concern while representing their own viewpoints and objectives. The document then discusses characteristics of negotiation such as conflicting interests and interdependence between parties. It also covers culture-specific negotiation styles, why negotiations are important for organizations, and qualities of an effective negotiator. The remainder of the document outlines steps for effective planning and preparation, including framing issues, setting negotiation norms, presenting facts, and addressing potential barriers. It concludes by discussing competitive and collaborative negotiation approaches and the importance of communication.

1. CIS PRESENTATION
Presented By : (Group11) Archa Nair
Abhishek Prabhu
Syed Salman
Ram Brahma
Hema
Harsh Kukreti

3. Definition of 'Negotiation'
Negotiation is a process of communication by which two
parties, each with its own viewpoint and objectives, attempt to
reach a mutually satisfactory result on a matter of common
concern.
• In a negotiation, each party tries to persuade the other to agree
with his or her point of view
• Can be interpersonal or intergroup
• Corporate , national or international
level

4. Characteristics of Negotiation
•Conflict of interest
•Some form of interdependence
•Formal affair
•Requires special communication tactics
•Mutually agree rather than being openly
aggressive or passively submissive
•Task aspect and relationship aspect
•Intricate and lengthy process
•Culture bound

5. Culture bound Negotiations
Examples :
• German Negotiators place high
premium on Timeliness - interpreted
as impatience
• American negotiators associate
distance with professionalism
• French negotiators associate
animation with passion and self belief
• Indian negotiators do not prefer eye
contact and is interpreted as shifty and
dishonest
• Italian negotiators speak loudly and is
considered to be too boisterous

6. Why Negotiations ??
Organizations
are becoming
diverse
Organizations are
changing
Constant
interactions of
team members
Organizations nowadays
are matrix-base

7. Effective Negotiator
• Thorough understanding of the psychology of the
opponents
• Good listener
• Exchange of information done cautiously
• Assertive language and minimal body language
• Focuses on company’s needs rather than individual
concerns
• Open about other options
• Clearly communicates by preparing well in advance
• Responds to other party with stimulating questions
• Take notes

8. Planning for Negotiation
• Essential planning is required so that
there is mutual agreement and
satisfaction
• Poor planning results in allowing the
other party to take more concessions
than you were originally willing to give
The more time you dedicate to preparing and planning for a
negotiation meeting , the better your final outcome.

9. Step 1 : Framing the issue
• Assessment of perceptions that each party has of other, on the
basis of which one’s own position may be identified
• It involves an investigation of the opponent’s past behaviour
in similar settings and determining the manner in which this
may predict future behavior

10. Cont.
Questions answered in the process includes :
• What is the purpose of negotiation?
• What outcomes do we seek?
• What roadblocks do we anticipate?
• How much is to be conceded?
• Who is the opponent?
• What are their needs and wants?
• What motivates them?
• What is their reputation?
• What is the nature of our relationship with the opponent and are we
looking to change it or not?
• What line of arguments , facts and evidence needs to be assembled
to get the better deal?
• How much flexibility should be accommodated to get what we
desire?
• What alternatives do we have?

11. Frames can be attempted in two ways:
•Behind the scenes ( where individual parties frame their
position )
•Shared framing ( where both parties meet to discuss
conceptions )
The ideal approach is to seek a position where frames of both
the parties “match ’’.When frames match , it implies that both
the parties have a similar outlook on an issue and only their
approach is different.

12. Step 2: Setting the norms of
negotiation
• Listing the common issues that are at stake
• Assistance from an outside consultant or an expert may also
be taken
Allows agreement on :
 Agenda
 Location
 Duration
 Names of parties involved in the negotiation process
 Procedures
 Order of issues to be addressed
 Actions to be taken if the negotiation fails

13. Power bases in Influencing
Power Bases are the inherent “ influencers” that help people
gain compliance from others . They help in deciding the
position of the negotiator .They include :
• Authority
People who influence through formal power vested in them
almost coerce others into action. In negotiations , it may
work when the interdependency is skewed towards the
people in authority.
• Expert power
Derived from one’s expertise and credibility .It may be used
when one party uses expertise as a basis for action.

14. Cont. .
• Connection power
Used to show the other party one’s connections and influence
with them. A show of strength, it is used to argue one’s
superior networking ability.
• Empathy
Emanates from understanding and concern and is used to
demonstrate a superior understanding of people and situations.
• Information power
Comes from selective access to information that is privy to a
privileged few.

15. Presentation of Facts and
Evidences
• Presentation of facts and evidences is an important part of
negotiations as we have to convince the opponent
• Facts and evidences should be expressed in an effective
manner such that the opponent should accept the offer
• Benefits must be highlighted so that the opponent may be
impressed
• Obtain agreements on minor points so that major point can
be accepted without much resistance

16. Cont.
• Facts and evidences must be
communicated in an effective manner
• The effectiveness of communication
depends upon:
oWhat ideas , facts , evidence , and
data are selected(content and
structure of the message) ,and
oHow these are presented to the
opponent (the delivery style)

17. Barriers to Negotiation Process
• Lack of awareness
• Hesitant nature
• Conflict between parties
• Faulty assumptions
• Lack of information about other party
• Lack of preparation
• Lack of skills
• Destructive thinking
• Getting convinced easily

18. Approaches to Negotiation
• Competitive approach
win-lose
• Collaborative approach
win-win

19. Outcomes
• If both collaborate, outcome will leave parties satisfied
• If one party competes and other collaborates, collaborator
will have tough time and competitor gets the benefit
• If both compete then the outcome will be mediocre
• If there is uncertainty on both sides, best strategy is to
compete

20. Communication
• Major role in resolution of deep-rooted conflicts
• Prejudice, anger, and hostility, create a chasm of distrust and
suspicion.
• Often, third party intervention is necessary
• Mediator trusted by both parties
• Available alternatives and best alternatives are listed to bring
parties to common understanding

21. Negotiation Semantics
• Negotiating a price
•Unclear about her
own need
•Led to a unfruitful
conversation
•No one gained
anything
•Express price
expectation clearly
less than what is
quoted
•Be crisp and
precise

22. Cont.
• Negotiating a Salary
•Indecisive nature
•Failed to express
salary expectation
•Express your salary
expectations clearly in front
of the recruiter
•Basis of argument
•Justify increase once you
join organization
•lay emphasis on words that
you feel are important
•Be tactful

23. What’s your
negotiating style ?