negotiation and your career
DESCRIPTION
. . Negotiation and Your Career. Sally Schmall , MSW, SPHR Academy Coaching http://AcademyCoaching.com [email protected]. Negotiations. . . We negotiate every day. We all have a style of negotiation. Competitive. Cooperative. Negotiation styles. C ompetitive. - PowerPoint PPT PresentationTRANSCRIPT
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. Negotiations
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We negotiate every day
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We all have a style of negotiationCompetitive Cooperative
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Negotiation styles
Competitive• A high initial demand• Likelihood of impasse
Cooperative• Initiates granting
concessions• Vulnerability to
exploitation
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Both the competitive and cooperative strategies focus on the opposing “positions”Each negotiator attempts to achieve as many concessions from the other as possible.
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PRINCIPLED NEGOTIATION – HARVARD NEGOTIATION PROJECT
• It is a strategy largely based on problem-solving or integration
• The style is hard on the merits, soft on the people
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Principled negotiation sets out to:
• Separate the people from the problem• Focus on interests, not positions• Generate a variety of possibilities
before deciding what to do• Insist that the result be based on some
objective standard
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SEPARATE THE PEOPLE FROM THE PROBLEMPerceptionEmotionCommunication
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Conversation starters
• “I value our relationship, and hope you know that my goal is to create a solution that doesn’t compromise our working relationship.”
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FOCUS ON INTERESTS, NOT POSITIONSHow to identify interests
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Conversations starters
• “What do we think we really are trying to achieve?”
• “Who else needs to share this aim for this project to succeed?”
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Talking About InterestsGetting someone’s attention
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Conversation starters
• “What would it take to “bury the hatchet” enough to be open to a different relationship?
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INVENT OPTIONS FOR MUTUAL GAINBroaden your options
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Conversation starters
• “If you had to come up with different solutions what would be your preferred top 3?”
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INSIST ON USING OBJECTIVE CRITERIADeciding on the basis of will is costly
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Conversation starters
• “How can we work together to identify sources of objective criteria before we discuss options?”– As an example, in negotiating to purchase a
particular car, we would want to look at what that car sells for at other dealerships.
– What do similar cars sell for? – What does the blue book (or red book if
applicable) say the price should be? – What is the previous year’s model selling for?
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"YES, but..."
• What if they are more powerful?– Know your BATNA (Best Alternative to
Negotiated Agreement)– The better your BATNA, the greater your
power– Consider the other side's BATNA
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Summary
• Redefine "winning“• Seek options and the solution will follow• Learn from doing—practice, practice,
practice