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Kraft Negotiation Seminar

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The basics on the wage gap, implicit gender bias, interest-based negotiation and negotiating gender in a male-dominated business and professional field.

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Kraft Negotiation Seminar

  1. 1. Negotiation Skills for Women Victoria Pynchon, J.D., LL.M She Negotiates Consulting and TrainingShenegotiates.com and blogs.forbes.com/shenegotiates
  2. 2. Get yourpartner tocome toyour side ofthe line
  3. 3. Contentious Dispute Resolution Tactics• Yielding/Ingratiation• Shaming• Persuasive argumentation• Promises of future action• Threats of future action• Physical force
  4. 4. Negotiation is Just aConversation Leading to Agreement
  5. 5. • Build trust – food, touch, similarity• Ask diagnostic questions• Identify needs, desires, constraints, hidden stakeholders, priorities, preferences, attitudes toward the future• Lead with benefit• Anchor first and high• Frame deal favorably• Log roll• Make hypothetical offers• Bracket• Offer contingencies• Close
  6. 6. • KindWomen are . . . • Nurturing • Emotional • Weak • Indecisive • Patient • Tolerant • Afraid of conflict
  7. 7. Analytic EmotionalPositions InterestsSelf-interested NurturingCompetitive Cooperative/relationalDirect IndirectHierarchical Non-hierarchalHigh sense of entitlement Low Sense of EntitlementMore inclined to boast Underplays achievementsDominant Submissive
  8. 8. Stereotype threat – anxiety when you believe you mightconfirm a negative stereotype about your social group.
  9. 9. Gender Blow Back
  10. 10. EXERCISE• Ask your negotiation partner for something you want and haven’t been able to get• Tell her who she is; why she keeps saying “no” (or why you haven’t asked)• Start the conversation by offering her something you know or believe she wants• You asked that I leave something with your women that they could use after I was gone. I’d like to make my book available to them at a discount instead of may I sell my book to your women?
  11. 11. Male BargainingFeel bargaining advantage AdvantagesFeel entitled to more rewardsLess likely to back downUse more distributive tacticsFeel entitled to informationSeen as stronger speakers than womenSeek more powerIntimidate
  12. 12. Female Bargaining• take a broad or collective perspective Advantages• view elements in a task as interconnected and interdependent• see the big picture and come up with a systematic plan on how to solve it.• work through steps by sharing experiences while figuring out what both sides can gain to achieve an integrated outcome.• more concerned about how problems are solved than merely solving the problem itself• Instead of concentrating on what they want or need to get out of the negotiation women focus on what both sides need and how both parties can get what they want
  13. 13. Within six months of taking top-flight negotiationcourses, less than 40% of the women were usingthe skills they learned, compared to 98% of theirmale counterparts.When asked why, they said they believed thatmany of the learned negotiationstrategies, tactics and skills were inconsistentwith who they believed they were aswomen, and specifically in conflict with theiridentity and how they saw themselves.
  14. 14. We work 22%longer and10% faster for the same reward
  15. 15. What the heck are we thinking?????
  16. 16. They’ll notice what I’m doing and reward me
  17. 17. If they don’t reward me, I don’t deserve it
  18. 18. I’ll offend someone and be punished
  19. 19. I’d rather be happy than rich
  20. 20. It’s selfish to ask for myself
  21. 21. • Cooperate with the group or betray• Which has the evolutionary advantage – likely to pass genetic material into the future
  22. 22. • Two suspects• Insufficient evidence to convict Prisoners’ Dilemma• Offer – 1 confesses & implicates partner – 1 freed; partner gets 10-year sentence – Both confess and implicate the other, each receive 5-year sentence. – both remain silent, 6-months in jail.• Optimal choice for both cooperate for six-month jail sentence.• The optimal choice for individual suspect is to rat out his partner and secure his own freedom.• What is the rational decision?
  23. 23. • If both play red card (uncooperative) each member of pair earns 2 points.• If both play black card (cooperative), each member of pair earns 3 points.• If one plays red card & partner plays black, red card earns 5 & black earns 0 points.• The choice is cooperate or betray. Begin play by holding your card of choice up to your chest.• On 1, 2, 3, play the card of your choice & record your score.
  24. 24. Most EffectiveConflict ResolutionStrategy: Tit for Tat
  25. 25. A process in which weInterest Based seek to expand the Negotiation pie of benefits available to the parties in an attempt to satisfy as many of their needs, desires, pref erences and priorities as possible (their interests).
  26. 26. recognize theopportunity to negotiate
  27. 27. Trade!!
  28. 28. Create Value
  29. 29. IdentifyInterests
  30. 30. Anchor
  31. 31. Frame
  32. 32. Log Roll
  33. 33. Exercise• Trade something of value with your negotiation partner that is low cost to you but high value to her• If you don’t know what she values, ask her• 5 minutes each
  34. 34. Bracketing & Hypothetical Offers
  35. 35. OfferContingencies
  36. 36. • Start high/low• Make small/grudging concessions Competitive• Demand reciprocity Distributive Bargaining• Share little information• Maintain high aspirations• Make hypothetical offers you can later disown• Stress BATNA• Make multiple offers with same benefit to you
  37. 37. Negotiating with Difficult People
  38. 38. • Are they difficult or simply uninformed – Educate them about their true interests, consequences of their actions, our BATNA – Help them understand what is in their best interest – Determine whether they’ve misunderstood or ignored a crucial piece of information
  39. 39. Are they irrational or are they operating under hidden constraints – Institutional – Precedential – Promises to others • Hidden stakeholders – Deadlines
  40. 40. Are they liars, cheats and thieves or do they have hidden interests. – Personal (unrelated to you or deal) – Relational (related to you but not to deal, i.e., “face”) – Political, social, cultural
  41. 41. • Reiterate terms Close• Or…recapture the main points, what’s left to resolve, and what’s needed to do so.• Set day/time to reconvene• End on hopeful note/congratulate both for progress made

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