The document provides an overview of key objectives and phases in a negotiation process. It discusses the importance of thorough preparation before negotiations, including understanding the other party's needs and determining your own objectives and bargaining positions. During negotiations, it recommends establishing trust, making gradual concessions, and finding solutions that satisfy both sides. It also emphasizes the importance of putting all agreements in writing. After negotiations, it suggests evaluating the results and maintaining feedback from all involved parties.

1. BY .M DAHI
Dahi_mohamed@ymail.com
2014

2. Objective of Negotiation
• Throughout the negotiation meeting,
negotiators should keep in mind the
objectives of the negotiation meeting
and key tactics they may use in order to
achieve these objectives
• Working for the betterment of the
company, the project manager wants to
obtain a fair and reasonable price, while
still getting the contract preformed
within the time and performance
limitations

3. • The buyer will want to pit clauses in the contract
so that he will be assured of some control
• The buyer should persuade the seller to give
maximum cooperation to the buyer when
carrying out the terms of the contract
• The last objective of the buyer is to develop a
good relationship with the supplier
• A cooperative attitude during negotiations makes
it easier to work together on possible matters
that may occur during the contract period
• And possible future projects

4. • After an agreement has been reached in the
negotiation meeting, the contracting process
enters the post-award phase
• The award cycle involves the writing of the
contract and contract acceptance
• Activities in the contract administration cycle
range from change control, quality control,
inspection and acceptance, through to
contract completion and payment

5. ‫البت‬ ‫لجنة‬ ‫اعمال‬
•‫المناقصة‬ ‫اوراق‬ ‫كافة‬ ‫مراجعة‬
•‫العطاءات‬ ‫تفريغ‬ ‫كشف‬ ‫مع‬ ‫مطابقتها‬
•‫وجدت‬ ‫ان‬ ‫العينات‬ ‫فحص‬
•‫موحد‬ ‫اساس‬ ‫على‬ ‫بينها‬ ‫والمقارنة‬ ‫السعار‬ ‫فئات‬ ‫مراجعة‬
•‫ماعداه‬ ‫ورفض‬ ‫عطاء‬ ‫قبول‬ ‫اسباب‬ ‫بيان‬
•‫اللجنة‬ ‫عليهارئيس‬ ‫يوقع‬ ‫حمراء‬ ‫بدائرة‬ ‫المقبولة‬ ‫السعار‬ ‫احاطة‬
•:‫التى‬ ‫للترتيب‬ ‫طبقا‬ ‫العطاءات‬ ‫مقدمى‬ ‫مفاوضة‬ ‫يجوز‬
–‫تحفظاته‬ ‫بعض‬ ‫او‬ ‫كل‬ ‫عن‬ ‫ليتنازل‬ ‫تحفظات‬ ‫مع‬ ‫سعرا‬ ‫القل‬ ‫مفاوضة‬
–‫والمرسل‬ ‫التقديرى‬ ‫السعر‬ ‫الى‬ ‫بسعره‬ ‫لينزل‬ ‫تحفظات‬ ‫بدون‬ ‫سعرا‬ ‫القل‬ ‫مفاوضة‬ ‫أو‬
‫الطالبه‬ ‫الجهه‬ ‫من‬ ‫مغلق‬ ‫بمظروف‬
–‫للسعار‬ ‫مغلقة‬ ‫بمظاريف‬ ‫للتقدم‬ ‫سلفا‬ ‫محدودة‬ ‫لجلسة‬ ‫العطاءات‬ ‫مقدمى‬ ‫جميع‬ ‫استدعاء‬
‫للتفاوض‬ ‫قابلة‬ ‫غير‬ ‫النهائية‬
–‫سعرين‬ ‫أنسب‬ ‫مقدمى‬ ‫مفاوضة‬
•‫المطلقه‬ ‫بالغلبية‬ ‫اللجنة‬ ‫توصيات‬
•‫الجلسة‬ ‫نفس‬ ‫فى‬ ‫عليه‬ ‫التوقيع‬ ‫ويتم‬ ‫الجلسة‬ ‫محضر‬ ‫يحرر‬

6. Negotiation Meeting

7. • Assuming all of the planning for negotiations
is complete, the actual negotiating meeting
occurs during the solicitation cycle

11. Checklist for
Negotiation

12. Pre-Negotiation Phase
• Know what you need to buy
• Determine urgency of requirement
• Develop strategies and tactics in detail
• Thoroughly research your opponent
• Develop a contingency plan
• Determine individual or team approach
• Designate the team leader
• Develop an independent negotiation objective with
minimum/maximum limits
• Identify give and take points
• Ascertain the limits of your authority
• Know your strengths and weaknesses
• Ensure that team personnel are qualified as to traits and training

13. ‫المفاوضات‬ ‫في‬ ‫هامة‬ ‫خطوات‬
-:‫أساسية‬ ‫عناصر‬ ‫سبعة‬ ‫من‬ (‫)التحضير‬ ‫البداية‬ ‫قبل‬
•. ‫الرخر‬ ‫الطرف‬ ‫احتياجات‬ ‫علي‬ ‫تعرف‬
•‫بوضوح‬ ‫الدهداف‬ ‫حدد‬)SMART(‫احتياجات‬ ‫العتبار‬ ‫في‬ ‫واضعا‬
‫الرخر‬ ‫الطرف‬
•‫التفاوض‬ ‫عناصر‬ ‫حدد‬
•‫قيمتها‬ ‫و‬ ‫المتيازات‬ ‫موضوع‬ ‫في‬ ‫قرر‬
•‫للحزمة‬ ‫الكلية‬ ‫التكلفة‬ ‫احسب‬
•‫التوازن‬ ‫نقطة‬ ‫تمثل‬ ‫التفاق‬ ‫نقطة‬ : ‫بالمرجيحة‬ ‫أشبه‬ ‫التفاوض‬ ‫طريقة‬
•‫اجتماع‬ ‫لعقد‬ ‫استعد‬

14. Negotiation phase
• Establish a common ground for negotiation
• Observe protocol
• Do not make the first major concession
• Use team members skillfully
• Don’t be afraid to say no
• Establish the rules for negotiation, such as
an appeal individual
• Always keep your main objective in sight
• Be willing to change strategies and tactics
• Be willing to compromise
• Be calm , poised and patient
• Permit your opponent to save face
• Allow each party to claim a win
• Negotiate a deal fair to both parties
• Obtain written concurrence at the end
• Use surprise as required
• Be confident

15. ‫المفاوضات‬ ‫أثناء‬
•.‫محايد‬ ‫موضوع‬ ‫عن‬ ‫الحديث‬ ‫أبدأ‬
•.‫الرد‬ ‫قبل‬ ‫كافيا‬ ‫وقتا‬ ‫وخذ‬ ‫يقال‬ ‫لما‬ ‫يدا‬ ‫استمع‬
•.‫تنفعل‬ ‫ول‬ ‫بهدوئك‬ ‫احتفظ‬
•.‫التلخيص‬ ‫من‬ ‫واستفد‬ ‫بكثرة‬ ‫السئلة‬ ‫استعمل‬
•‫ليجاد‬ ‫ممكن‬ ‫جهد‬ ‫كل‬ ‫تبذل‬ ‫سوف‬ ‫بأنك‬ ‫الخر‬ ‫للطرف‬ ‫أكد‬ ‫شيئا‬ ‫ترفض‬ ‫عندما‬
.‫مخرج‬
: ‫للتي‬ ‫التأجيل‬ ‫استخدم‬
•.‫النفاس‬ ‫للتقاط‬
•.‫محرج‬ ‫موقف‬ ‫لمتصاص‬
•.‫والتشاور‬ ‫الترتيب‬ ‫لعادة‬
•.‫لدهداره‬ / ‫الوقت‬ ‫لكسب‬

16. - ‫تابع‬‫المفوضات‬ ‫أثناء‬
•.‫فترة‬ ‫كل‬ ‫في‬ ‫المفاوضات‬ ‫بلغتها‬ ‫التي‬ ‫المرحلة‬ ‫بوضوح‬ ‫أعرف‬
•.‫لها‬ ‫مقابل‬ ‫على‬ ‫وتحصل‬ ‫قليل‬ ‫وبحجم‬ ‫ببطء‬ ‫التنازلت‬ ‫امنح‬
•‫المالية‬ ‫التفاصيل‬ ‫بكل‬ ‫الملم‬ ‫الشخص‬ ‫دهو‬ ‫الجيد‬ ‫المفاوض‬
.( ‫الحاسبة‬ ‫اللة‬ ‫استعمال‬ ) ‫الجلسة‬ ‫قبل‬ ‫جيدا‬ ‫،المستعد‬

17. ‫التفاوض‬ ‫أثناء‬ ‫تستخدم‬ ‫أساليب‬
•"‫جيد‬ ‫جو‬ ‫خلق‬ ‫في‬ ‫"ساعد‬ ‫الصحيحة‬ ‫البداية‬ ‫تخير‬
•‫التمتيازات‬ ‫تبادل‬ ‫ثم‬ ‫عالية‬ ‫أهداف‬ ‫حدد‬
•‫أخرى‬ ‫بعد‬ ‫تمرة‬ ‫للتخليص‬ ‫الجأ‬
•‫المناسبة‬ ‫بالطريقة‬ ‫و‬ ‫المناسب‬ ‫الوقت‬ ‫في‬ ‫الصمت‬ ‫استعمل‬
•‫الجسد‬ ‫لغة‬ ‫راقب‬ ‫الحقيقي‬ ‫المعني‬ ‫لدراك‬ ‫السطور‬ ‫بين‬ ‫اقرأ‬
•‫عليه‬ ‫التفاق‬ ‫تم‬ ‫تما‬ ‫و‬ ‫تمت‬ ‫التي‬ ‫الخطوات‬ ‫علي‬ ‫تمعقول‬ ‫ثناء‬ ‫قدم‬
•‫الحسن‬ ‫فمن‬ ‫كبير‬ ‫اتمتياز‬ ‫علي‬ ‫تحصلت‬ ‫"إذا‬ ‫الحقيقية‬ ‫تمشاعرك‬ ‫أخف‬
.‫قليل‬ ‫بأنه‬ ‫جسدك‬ ‫حركة‬ ‫و‬ ‫وجهك‬ ‫تعابير‬ ‫توحي‬ ‫بان‬
•‫و‬ ‫وديا‬ ‫جوا‬ ‫تخلق‬ ‫أن‬ ‫تستطيع‬ ‫أن‬ ‫إلي‬ ‫اتركها‬ ‫الصعبة‬ ‫الموضوعات‬
.‫بانسياب‬ ‫العملية‬ ‫سير‬ ‫تمن‬ ‫تتأكد‬

18. Post –negotiation phase
• Reduce the total agreement to writing on a
prompt basis
• Avoid disparaging remarks relative to your
opponent’s skill
• Don’t discuss negotiation results with
opponent
• If required, make agreements public
• Conduct a self- critique for results
• Obtain and maintain feedback

19. ‫النهاية‬ ‫عند‬
•.‫نهائية‬ ‫بأنها‬ ‫توصف‬ ‫التي‬ ‫العروض‬ ‫تجاه‬ ‫حذرا‬ ‫كن‬
•.‫بالنتصار‬ ‫ليحس‬ ‫الخر‬ ‫للطرف‬ ‫تمساحة‬ ‫اترك‬
•.‫لخص‬
•.‫التفاق‬ ‫تفاصيل‬ ‫اكتب‬
•.‫الخر‬ ‫والفريق‬ ‫فريقك‬ ‫بتهيئة‬ ‫قم‬

20. ‫المفاوضات‬ ‫بعد‬
•.‫عليه‬ ‫التفاق‬ ‫تم‬ ‫تما‬ ‫استعرض‬
•‫الصلة‬ ‫ذات‬ ‫الرطراف‬ ‫لكل‬ ‫المفاوضات‬ ‫نتيجة‬ ‫إبل غ‬ ‫تمن‬ ‫تأكد‬
.‫المفاوضات‬ ‫تلك‬ ‫في‬ ‫تشارك‬ ‫لم‬ ‫والتي‬ ‫بك‬ ‫الخاص‬ ‫الجانب‬ ‫في‬
•.‫عليه‬ ‫اتفق‬ ‫تما‬ ‫تنفيذ‬ ‫تمن‬ ‫تأكد‬
•.‫التفاق‬ ‫نتائج‬ ‫تابع‬
•( ‫وجدت‬ ‫إن‬ ) ‫القادتمة‬ ‫للمفاوضات‬ ‫المناخ‬ ‫هيئ‬

21. "The seven pillars of negotiation wisdom“
The Seven Pillars of Negotiation Wisdom lists the process elements that merit your consideration
each time you negotiate.
They are:
Relationship
Interests
BATNA
Creativity
Fairness
Commitment
Communication
‫للتفاوض‬ ‫السابعة‬ ‫المعمدة‬

22. Relationship
‫العلـقـــــــات‬
• : when dealing with the same people over and over,
treat each negotiation as an episode in an ongoing
relationship. This will give you the freedom to look
at gains or losses from a long-term perspective.
‫المفاوضات‬ ‫كل‬ ‫ومعل ج‬ ،‫وتكرارا‬ ‫مرارا‬ ‫الخشخاص‬ ‫نفس‬ ‫مع‬ ‫التعامل‬ ‫معند‬
‫مستمرة‬ ‫معلةقة‬ ‫في‬ ‫حلقة‬ ‫.بامعتبارها‬
‫منظور‬ ‫من‬ ‫الخسائر‬ ‫أو‬ ‫المكاسب‬ ‫إلى‬ ‫لننظر‬ ‫الحرية‬ ‫يعطيك‬ ‫سوف‬ ‫هذا‬
‫اللجل‬ ‫.طويل‬

24. Interests
‫المصــالح‬
• : Each party undertakes negotiations in order to
bring about the most favorable possible solution for
their own interests. Focus on the other parties'
interests as well as your own in order to develop a
better result than you could achieve without their
contribution to the negotiations.
‫محتمل‬ ‫ملمءمة‬ ‫الكثر‬ ‫الحل‬ ‫تحقيق‬ ‫ألجل‬ ‫من‬ ‫المفاوضات‬ ‫في‬ ‫طرف‬ ‫كل‬ ‫يتعهد‬
‫من‬ ‫بنفسك‬ ‫وكذلك‬ ‫الرخرى‬ ‫الطراف‬ ‫مصالح‬ ‫معلى‬ ‫التركيز‬ .‫الخاصة‬ ‫لمصالحهم‬
‫في‬ ‫مساهمتها‬ ‫دون‬ ‫يحققه‬ ‫أن‬ ‫يمكن‬ ‫كنت‬ ‫مما‬ ‫أفضل‬ ‫نتيجة‬ ‫معلى‬ ‫تطوير‬ ‫ألجل‬
‫.المفاوضات‬

27. BATNA
Best Alternative to a Negotiated
Agreement
‫تفاوضي‬ ‫لتفاق‬ ‫بديل‬ ‫أفضل‬
• : "Your prep work that informs you of the relative
strength of your BATNA can be an extraordinarily
high-priority negotiation process element.
‫العملية‬ ‫لعنصر‬ ‫النسبية‬ ‫القوة‬ ‫يعلمك‬ ‫بك‬ ‫الخاصة‬ ‫التحضيرية‬ ‫المعمال‬
‫معادي‬ ‫غير‬ ‫بشكل‬ ‫معالية‬ ‫أولوية‬ ‫ذات‬ ‫تكون‬ ‫أن‬ ‫يمكن‬ ‫والتى‬ ‫.التفاوضية‬

28. Creativity:
‫البــــــداع‬
• Ask yourself how a creative approach could serve the
interests of all the parties. When you are dealing with a
positional negotiator who can't see alternatives to his or her
initial proposal, creativity may become the top priority in
your negotiation process.
.‫الرطراف‬ ‫جميع‬ ‫مصالح‬ ‫تخدم‬ ‫أن‬ ‫يمكن‬ ‫الخلةقة‬ ‫للمداخلة‬ ‫يمكن‬ ‫كيف‬ ‫نفسك‬ ‫اسأل‬
‫بدائل‬ ‫رؤية‬ ‫يستطيعون‬ ‫ل‬ ‫والذين‬ ‫بموضعية‬ ‫المفاوضين‬ ‫مع‬ ‫تتعامل‬ ‫كنت‬ ‫معندما‬
‫التفاوض‬ ‫معملية‬ ‫في‬ ‫ةقصوى‬ ‫أولوية‬ ‫البداع‬ ‫يصبح‬ ‫ةقد‬ ،‫لها‬ ‫أو‬ ‫له‬ ‫الولي‬ ‫للةقتراح‬
‫بك‬ ‫.الخاص‬

29. Fairness
‫العـــــدالة‬
• : "Unless the parties consider the negotiation process fair,
there is a strong risk that some negotiators will end up
feeling less committed to the agreement than others. It is a
good idea to consider whether you are behaving in a way
would consider fair if you were on the receiving end.”
‫بعض‬ ‫أن‬ ‫الشديد‬ ‫خطر‬ ‫وهناك‬ ،‫معادلة‬ ‫التفاوض‬ ‫معملية‬ ‫ان‬ ‫الى‬ ‫الرطراف‬ ‫تنظر‬ ‫لم‬ ‫ما‬
‫غيره‬ ‫من‬ ‫للتفاق‬ ‫التزاما‬ ‫أةقل‬ ‫بشعور‬ ‫ينتهي‬ ‫سوف‬ ‫.المفاوضين‬

30. Commitment:
‫اللــتزام‬
• A negotiation can only be called successful when it yields an
agreement to which the parties are committed. Look for
benchmarks or other measures that reflect the likelihood
that your counterparts will do what they promise.
• ‫الطرفين‬ ‫بين‬ ‫ملتزم‬ ‫اتفاق‬ ‫ينتج‬ ‫معندما‬ ‫ناجحة‬ ‫المفاوضات‬ ‫نسمى‬ ‫أن‬ ‫إل‬ ‫يمكن‬ ‫.ل‬
• ‫الخاصة‬ ‫نظرائهم‬ ‫أن‬ ‫احتمال‬ ‫تعكس‬ ‫التي‬ ‫التدابير‬ ‫من‬ ‫غيرها‬ ‫أو‬ ‫معايير‬ ‫معن‬ ‫البحث‬
‫به‬ ‫ومعد‬ ‫ما‬ ‫تفعل‬ ‫سوف‬ ‫.بك‬

31. Communication
‫التصـــالت‬
• : Communication is how information moves from
one party to others. It is a two-way street. You need
a presenter and an audience. The best way to gain
information is to ask questions and listen carefully
to the answers.
‫رطريق‬ ‫هو‬ .‫للخرين‬ ‫واحد‬ ‫رطرف‬ ‫من‬ ‫المعلومات‬ ‫تنتقل‬ ‫كيف‬ ‫هو‬ ‫التواصل‬
‫رطريقة‬ ‫أفضل‬ .‫وجمهور‬ ‫مذيعة‬ ‫الى‬ ‫حاجة‬ ‫في‬ ‫كنت‬ .‫اتجاهين‬ ‫ذو‬
‫إلى‬ ‫بعناية‬ ‫والستماع‬ ‫السئلة‬ ‫لطرح‬ ‫المعلومات‬ ‫معلى‬ ‫للحصول‬
‫.إجابات‬

32. Reference
• This presentation build from many resources