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Presentation covers all the main aspects of negotiation process.
Key Elements of Negotiations
Variety of Negotiations
Type of Negotiations
Negotiation Styles
Type of Negotiators
Negotiation Tactics
Stages of Negotiation Cycle with Strategy & Tactics
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Presentation covers all the main aspects of negotiation process.
Key Elements of Negotiations
Variety of Negotiations
Type of Negotiations
Negotiation Styles
Type of Negotiators
Negotiation Tactics
Stages of Negotiation Cycle with Strategy & Tactics
Negotiation PowerPoint PPT Content Modern SampleAndrew Schwartz
121 slides include: basic components of negotiation, questions to ask, identifying the issues, assembling the facts, negotiation success strategies, techniques, and tactics, pros and cons of various negotiation approaches, 22 characteristics of effective negotiation, mediation, arbitration, maximizing your appearance and mannerisms, how to's and more.
Negotiation PowerPoint PPT Content Modern SampleAndrew Schwartz
121 slides include: basic components of negotiation, questions to ask, identifying the issues, assembling the facts, negotiation success strategies, techniques, and tactics, pros and cons of various negotiation approaches, 22 characteristics of effective negotiation, mediation, arbitration, maximizing your appearance and mannerisms, how to's and more.
Negotiation is a big part of life.
Boss- For higher salary or more fair distribution of the workload
Dealers or Builders or Shop Keepers –Better price
Family or Children-From small things like food to big purchase
Company to Company-For sale/supply at optimum price or profit
Nation to Nation-From influence to concessions(US-Iran Nuclear Deal)
What is negotiation?
Negotiation refers to discussions between parties who have opposing (but also some shared) preferences and interests, for the goal of reaching an agreement on important issues.
Negotiation is, therefore, a “joint decision making process involving interactive communication”
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
2. Last Session(s): Win-Loose, Zero-Sum, Distributive. For some, they were “Loose-Loose”. What were your take-away’s: A-Team Items? Personal Journal? This Session: Win-Win, Mutual Gains & Their Differences. Recall…
3. Experiential Learning from the three recent Simulations Win: Trust, throw X’s & Y’s Reputation, Greed vs. Cooperation Negotiate with your Professor: Perspective (other sides shoes), hierarchy & power Baker-Andersen: First Offer, Information, BATNA Winner’s curse: “leave money on the table.”
4. Interdependence (Ch. 1) In negotiation, parties need (depend) each other to achieve their preferred outcomes or objectives… This mutual dependency is called interdependence Interdependent goals are an important aspect of negotiation Win-lose: I win, you lose – Baker-Andersen. Win-win: Opportunities for both parties to gain
5. Interdependence Interdependent parties are characterized by interlocking goals Having interdependent goals does not mean that everyone wants or needs exactly the same thing A mix of convergent and conflicting goals characterizes many interdependent relationships 1-5
6. 1-6 Types of InterdependenceAffect Outcomes Interdependence and the situation shape processes and outcomes Zero-sum or distributive – one winner Non-zero-sum or integrative – mutual gains situation
8. Value Claiming and Value Creation Opportunities to “win” or share resources” Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resource Creating value: result of non-zero-sum or integrative situation where object is to have both parties do well Most actual negotiations are a combination of claiming and creating value processes More of one approach than the other Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/ competitive than they really are
9. 1-9 Value Claiming and Value Creation Negotiator’s value differences include: Differences in interests Differences in judgments about the future (perceptions) Differences in risk tolerance Differences in time preferences Shows that if one side achieves his goal, it does not preclude the other from achieving their goals.
11. Most people think win-win negotiation means one or more of the following: Compromise -Even split Building a relationship -Satisfaction Win-win really means that all creative opportunities are exploited and no resources are left on the table (“integrative negotiation”, aka hard work.) what is win-win negotiation?
12. What Makes IntegrativeNegotiation Different? 3-12 Focus on commonalties rather than differences Address needs and interests, not positions Commit to meeting the needs of all involved parties Exchange information and ideas Invent options for mutual gain Use objective criteria to set standards
13. Win-Win Negotiation What it is typically not… Compromise Even Split Satisfaction Building a relationship What it typically is… Does it involve more than one issue? Can other Issues be brought in? Can side deals be made? Do parties have different preferences across specific issues? These lower the total value for both sides…
14. Pyramid Model of Integrative Agreements Level 3: Pareto-optimal Level 2: Settlement demonstrably superior to other feasible settlements Level 1: Mutual settlement (positive bargaining zone) < 25%
16. “Expanding the Pie” Strategies Strategies That Do Not Work… Commitment to reaching a win-win deal Compromise Focusing on a long-term relationship Adopting a “cooperative orientation” Taking extra time to negotiate Why? often parties have an incorrect idea about what win-win is pertains to slicing the pie, not expanding the pie establishing a long-term relationship does not translate directly into win-win keeps parties from focusing on the right information at the right time
17. “Expanding the Pie” Strategies Strategies That Do Not Work… Commitment to reaching a win-win deal Compromise Focusing on a long-term relationship Adopting a “cooperative orientation” Taking extra time to negotiate Strategies That Work… Perspective-taking (other shoes) Ask questions about interests and priorities Provide information about your interests and priorities Unbundle the issues Make package deals, not single-issue offers
28. 3-21 Key Steps in the Integrative Negotiation Process Identify and define the problem Understand the problem fully Generate alternative solutions Evaluate and select among alternatives
29. 1. Identify and Define the Problem Define the problem in a way that is mutually acceptable to both sides State the problem with an eye toward practicalityand comprehensiveness State the problem as a goal and identify the obstacles in attaining this goal Depersonalize the problem Separate the problem definition from the search for solutions – avoid a rush towards a solution.
30. 2. Understand the Problem Fully Identify Interests and Needs Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator Substantive interests = key issues, financial Process interests = the way the dispute is settled Relationship interests = value of their relationship Interests in principle= doing what is fair, right, acceptable, ethical may be shared by the parties
39. Re-Forming Questions for Win-Win Options How can both parties get what they want? What issues are higher and lower priority for me? Them? What is inexpensive for me to give and valuable for them as non-specific compensation (benefits) What can I do to minimize the other’s risks/costs? What are the other negotiators real interests and needs? Mine? Match your Higher Priorities against their lower priorities: find win-win.
40.
41. 3-28 4. Evaluation and Selection of Alternatives Narrow the range of solution options Focus on the positive options… Evaluate solutions on: Quality …how good they are. Objective standards… Acceptability…How acceptable. Agree to evaluation criteria in advance Be willing to justify personal preferences
42. 3-29 Evaluation and Selection of Alternatives Take time to “cool off” Use patience and focus on positive options Explore different ways to logroll Exploit differences in expectations and risk/ time preferences Keep decisions tentative and conditional until a final proposal is complete Minimize formality, record keeping until final agreements are closed
43. Summary: Successful Integrative Negotiation Factors Some common objective or goal Faith in one’s own problem-solving ability A belief in the validity of one’s own position and the other’s perspective The motivation and commitment to work together Trust Clear and accurate communication An understanding of the dynamics of integrative negotiation
44. Why Integrative Negotiation Is Difficult to Achieve The history of the relationship between the parties If contentious in past, it is difficult not to look at negotiations as win-lose The belief that an issue can only be resolved distributively Negotiators are biased to avoid behaviors necessary for integrative negotiation The mixed-motive nature of most negotiating situations Purely integrative or purely distributive situations are rare The conflict over the distributive issues tends to drive out cooperation, trust needed for finding integrative solutions
51. contingency contracts Agreements wherein negotiators make bets based on their differences in beliefs, forecasts, risk profiles, and interests. empathy Ability to emotionally connect with another person. false conflict or illusory conflict A situation in which conflict does not exist between people, yet they erroneously perceive the presence of conflict. fixed-pie perception The belief that the counterparty’s interests are directly and completely opposed to one’s own. illusion of transparency The tendency of negotiators to believe that they are revealing more information than they actually are; i.e., they believe that others have access to information about them when they in fact do not. inductive reasoning The process by which a negotiator unilaterally deduces what the counterparty’s true interests are and where the joint gains are by listening to their responses in negotiation. integrative negotiation A process by which negotiators seek to expand the amount of available resources. issue mix The union of both parties’ issue sets. logrolling The strategy of trading off in a negotiation so as to capitalize on different strengths of preference. p1
52. lose-lose effect The tendency for negotiators to settle for outcomes that both prefer less than some other readily available outcome. multiple offers of equivalent value simultaneously A strategy that involves simultaneously presenting the counterparty with two or more proposals of equal value to oneself. pareto-optimal frontier A situation in which no other feasible agreement exists that would improve one party’s outcome while simultaneously not hurting the counterparty’s outcome. perspective taking A cognitive ability to consider the world from another’s viewpoint. postsettlement settlements Strategies in which negotiators reach a binding settlement, but agree to explore other options with the goal of finding another that both prefer more than the current one; if one is not found, the current settlement is imposed. premature concessions Making concessions on issues before they are even requested. presettlement settlements (PreSS) Formal, partial settlements that occur in advance of the parties’ undertaking full-scale negotiations, designed to be replaced by a long-term, formal agreement. p2
Editor's Notes
Only about 4% of managers reach “Win-Win” outcomesAbout 20% reach “loose-Loose” (Leaving money on the table.)Win-Win: only 50% actually realize the shared benefits.
Find out Who is Who? Ask them to offer their opinion.
Few businessnegotiations are purely distributive…(Baker-Andersen was a Closed Simulation)We both do better (create value) if we cooperate.Negotiation is worth the effort. (Don’t just compromise, split the difference, this does not really create value, just divide it.) MH Ch1.
When two parties goals are linked so that one persons goal achievement helps the other to achieve their goals, this is Mutual-Gains or Integrative.
Best Outcome: Commitment to other sides interests and your own.1 Contending - Worried about YOUActors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes2 Yielding - ThemActors show little interest in whether they attain own outcomes, are quite interested in whether the other party attains their outcomes3 Inaction Actors show little interest in whether they attain own outcomes, little concern about whether the other party obtains their outcomes4 Problem solving – creates GAINS, larger pieActors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes5 Compromising – too easy, both leave money on the table.Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes
Opportunities to “win” or share resources”Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resourceCreating value: result of non-zero-sum or integrative situation where object is to have both parties do well
Shows that if one side achieves his goal, does not preclude the other from Achieving their goals.Priorities are different, priorities show value differences.
a pyramid model (Exhibit 4-1)Three levels of integrative, or win-win, agreementsLevel 1: agreements that exceed parties’ no-agreement possibilities or reservation pointsLevel 2: agreements that are better for both parties than other feasible negotiated agreements (situation is not purely fixed-sum)Level 3: agreements that are impossible to improve on from the perspective of both parties (along pareto-optimal frontier of agreement)Less than 25% of executives in negotiation simulations reach level 3 agreements, and of those, 50% reach them by chance
strategies that do not really workCommitment to reaching a win-win deal (often parties have an incorrect idea about what win-win is)Compromise (pertains to slicing the pie, not expanding the pie)Focusing on a long-term relationship (establishing a long-term relationship does not translate directly into win-win)Adopting a “cooperative orientation” (often keeps parties from focusing on the right information at the right time)Dual-concern model of effective negotiation: high concern for the other party coupled with high concern for one’s own interestsTaking extra time to negotiate (the quality of the negotiation does not improve with additional time) strategies that workPerspective-takingAsk questions about interests and prioritiesProvide information about your interests and priorities (Exhibit 4-2 and 4-3)Illusion of transparency—negotiators believe they are revealing more than they actually areUnbundle the issuesMake package deals, not single-issue offersMake multiple offers of equivalent value simultaneously (Exhibit 4-4)Threefold strategyDevise multiple-issue offersDevise offers that are all of equal value to yourselfMake the offers all at the same timeAdvantages for the negotiatorCan be aggressive in anchoringGain better information about the other party (inductive reasoning)Be more persistent and persuasive regarding the value of an offerSignal priorities more effectivelyOvercome concession aversionStructure contingency contracts by capitalizing on differencesIn valuation (logrolling)In expectationsIn risk attitudesIn time preferencesIn capabilitiesCautionary note on effective contingency contractsShould not create a conflict of interestShould be enforceable and may require a written componentShould be clear, measurable, and readily evaluatedRequire continued interaction among partiesPresettlement settlements (PreSS; Exhibit 4-5)Search for postsettlement settlements
strategies that do not really workCommitment to reaching a win-win deal (often parties have an incorrect idea about what win-win is)Compromise (pertains to slicing the pie, not expanding the pie)Focusing on a long-term relationship (establishing a long-term relationship does not translate directly into win-win)Adopting a “cooperative orientation” (often keeps parties from focusing on the right information at the right time)Dual-concern model of effective negotiation: high concern for the other party coupled with high concern for one’s own interestsTaking extra time to negotiate (the quality of the negotiation does not improve with additional time) strategies that workPerspective-takingAsk questions about interests and prioritiesProvide information about your interests and priorities (Exhibit 4-2 and 4-3)Illusion of transparency—negotiators believe they are revealing more than they actually areUnbundle the issuesMake package deals, not single-issue offersMake multiple offers of equivalent value simultaneously (Exhibit 4-4)Threefold strategyDevise multiple-issue offersDevise offers that are all of equal value to yourselfMake the offers all at the same timeAdvantages for the negotiatorCan be aggressive in anchoringGain better information about the other party (inductive reasoning)Be more persistent and persuasive regarding the value of an offerSignal priorities more effectivelyOvercome concession aversionStructure contingency contracts by capitalizing on differencesIn valuation (logrolling)In expectationsIn risk attitudesIn time preferencesIn capabilitiesCautionary note on effective contingency contractsShould not create a conflict of interestShould be enforceable and may require a written componentShould be clear, measurable, and readily evaluatedRequire continued interaction among partiesPresettlement settlements (PreSS; Exhibit 4-5)Search for postsettlement settlements
Mutually Acceptable: May have to look Up, big picturePractical, efficient, common senseGoal: Limiting factors (people, processes, resources)Takes Open and Honest Communication, not protection.Takes time, not a rush to solution.
keeps parties from focusing on the right information at the right time
Be alert to the influence of intangibles in selecting optionsUse subgroups to evaluate complex options
Minimize negative issues….Logroll: Enlarge the area of negotiation to find similar goals but different needs to trade
Best Outcome: Commitment to other sides interests and your own.1 Contending - Worried about YOUActors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes2 Yielding - ThemActors show little interest in whether they attain own outcomes, are quite interested in whether the other party attains their outcomes3 Inaction Actors show little interest in whether they attain own outcomes, little concern about whether the other party obtains their outcomes4 Problem solving – creates GAINS, larger pieActors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes5 Compromising – too easy, both leave money on the table.Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes