Negotiation Mistakes

•  1912 – U.S. Presidential election •  3 million Roosevelt photograph have been printed

and the permission has not been granted. •  No time to reprint brochure and it is critical for the

campaign

•  Copyright law: owner can demand $1 per copy

telegram to the copyright owner:

Campaign manager sends  

"Planning to print three mil

lion copies of

campaign speech with photogr

aphs. Excellent

publicity opportunity for ph

otographers.

How much are you willing to

pay to use your

photographs?“

Photographer’s responds:

“Appreciate opportunity,

but can only

afford to pay $250”

negotiation [ noun ]

A process we used to satisfy our needs when someone else controls what we want

Strategy & methods are key to  

successful negotiation

Intelligent solve problems;  

genius prevent

� How can I avoid making classic mistakes?

� What self-knowledge do I need?

� What do I need to know about my client and the situation?

� How do I prepare for success?

� What moves do I need to make at the table? � How can I avoid making

classic mistakes?

4 classic mistakes

Not being clear about the type of negotiation

1

Failing to set parameters prior to the negotiation 2

Failing to identify interests 3

Adopting a narrow and inflexible range of value or options 4

Not being clear about the type of negotiation

Relationship Based Results Based

Balanced Concerns

“Know the Type of Negotiation”

Results Based

The items being negotiated are the main concern; the relationship is of little or no concern

Relationship Based

The relationship is the main concern; the items being negotiated are important but secondary

Balanced Concerns

The results and the relationship are roughly equal concerns

Failing to set parameters prior to the negotiation

“Set Negotiation Parameter”

Desired Outcome

1

Walk-Away 2

BATNA: Best Alternative To a Negotiated Agreement 3

Desired Outcomes

The "best case" for how the negotiation will turn out for you or your business

Your Walk-Away

5,00,000

Range of Acceptable Agreement

Desired Outcome

7,00,000

Walk Away

Your walk-away is the least favorable deal you will accept

BATNA

Your BATNA is your best course of action in the event you can’t reach an agreement

1

A weak BATNA 2

A strong BATNA 3

Failing to identify interests

“Identify Interests”

Positions: The concrete things you and the client each say you want (dollars and cents; terms and conditions

Interests: The motivations that lead you and the client to take specific positions in a negotiation

Adopting a narrow/ inflexible range of options

“Think Broadly About Value”

Fixed Options Expand Options

“Common sources of Value”

Terms Logistics Time Resource

Avoid mistakes for successful negotiation

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