Tactics
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This document discusses negotiation tactics and presents information on both fair and unfair negotiation strategies. It begins by defining negotiation and describing common negotiation tactics such as preparing your mental model, taking an interest-based approach, reframing issues, and knowing when to say no. It then outlines unfair "dirty" tactics like misleading the other party, applying psychological pressure, and positional pressure. Finally, it provides four ways to defend against unfair tactics, such as ignoring them, acknowledging them, requesting the other party stop, or terminating the negotiation.
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Conflict generally arises in any situation where people have incompatible interests, goals, principles, or feelings. The Thomas-Kilmann Conflict Mode Instrument identifies five approaches to conflict: competing (arguing for one's own position), collaborating (finding a win-win solution), compromising (exchanging concessions), avoiding (postponing discussion), and accommodating (accepting others' positions). The document prompts reflection on which conflict resolution styles one consciously uses, how they fit with one's leadership style, and when each style should be employed.
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This document discusses conflict management and resolution. It defines conflict as a struggle between two interdependent parties with incompatible goals. Conflict can be functional and increase creativity or dysfunctional and damage relationships. The sources of conflict include aggressive behavior, limited resources, and cultural differences. Conflict management strategies include avoiding, competing, accommodating, compromising, and collaborating. Collaboration is the most effective approach as it results in a "win-win" where all parties' interests are satisfied. Active listening, understanding other perspectives, finding areas of agreement, and negotiating are keys skills for successful conflict resolution.
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Resolving Conflict
Conflict arises from disagreements but can result in positive outcomes like increased productivity and innovation if addressed properly. There are different types of conflict that stem from personalities, objectives, perceptions or expectations. Conflict should be resolved through collaboration where all parties speak, identify areas of agreement and disagreement, search for solutions, and reach consensus. Tips for resolving conflict include open communication, respect, empathy, focusing on solutions rather than who is right/wrong, finding the root cause, listening, and brainstorming to find the best resolution. Ultimately, resolving conflict in a way where all parties win allows a team to achieve its goals.
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The document discusses various topics related to conflict resolution skills training, including understanding different levels of conflict, traditional ways of handling conflict, persuasion, negotiation skills, and managing emotions. It provides definitions of conflict and describes approaches like win-win conflict resolution. The document also includes contact information for training solutions on conflict resolution skills.
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怎么购买澳洲南十字星大学毕业证文凭毕业证原版一模一样
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Introducing Bliss Point by Tinuiti Webinar
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A Guide to Planting and Caring for Your Land
The Green Corner sharesa guide to planting and caring for your land. For more details, visit: Tthegreencorner.com.sg.
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本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Tactics
- 2. PRESENTATION ON NEGOTIATION TACTICS SUBMITTED TO : SUBMITTED BY: MR. MUNISH KUMAR MR. TARUN KHULLAR ( ASST. PROFESSOR ) 1525991039 CCSRM BBA SRM
- 3. CONTENTS MEANING COMMON NAGOTIATION TACTICS UNFAIR OR DIRTY NEGOTIATION TACTICS WAYS FOR DEFEND
- 4. NEGOTIATION • Negotiation is a process between two or more parties (each with its own aims, needs, and viewpoints) seeking to discover a common ground and reach an agreement to settle a matter of mutual concern or resolve a conflict.
- 5. •Negotiation is getting what you want from another person no matter what
- 6. TACTICS •Near term actions taken to solve specific problems or accomplish specific goal
- 7. NEGOTIATION TACTICS • Negotiation tactics are purposely used or preliminary planned behavior, directed to achieve main goals of negotiation
- 8. NEGOTIATION TACTICS • PREPARE YOUR MENTAL MODEL • Show respect and build trust • They are not trying to skin you • The relationship is most important thing • INTEREST-BASED APPROACH TO NEGOTIATION • Integrative negotiation • Separate the people from the people • focus on interest, not position
- 9. NEGOTIATION TACTICS • REFRAMING • Go back to the goal • Present it with different angle • Reframe to claim value and win with public opinion • KNOW WHEN TO SAY "NO" • No is the key to success • Practice your no • Control your emotion and show respect
- 10. NEGOTIATION TACTICS • TO GAIN QUANTITATIVE ADVANTAGE • To make maximum profit in price. • Do not make loss in any situation. • SNOW JOB • Over whelming other party with facts and figures
- 11. NEGOTIATION TACTICS • CONTROLLING AGENDA • Taking charge of what items should be discussed and when • PLAYING INNOCENT • Other party acts innocent ,e.g., says he is new to business, asks for sympathy ,patience ,understanding
- 12. NEGOTIATION TACTICS • PERSONAL ATTACK • Party makes comment on behaviour,habits etc. • CREATING STRESS • Party create stressful environment
- 14. UNFAIR OR “DIRTY” TACTICS IN NEGOTIATION • MISLEADING: • Wrong Information • Limited Authority • PSYCOLOGICAL PRESSURE • Stress full environment • Personal attack
- 15. UNFAIR OR “DIRTY” TACTICS IN NEGOTIATION • POSTIONAL PRESSURE • Unreal demand • Refusal to negotiate
- 16. 4 WAYS TO DEFENDS THESE PROBLEMS • IGNORE THEM • ACKNOWLEDMENT • REQUEST TO STOP • TERMINATION OF THE NEGOTIATION
- 17. THANK YOU