IMPORTANT ASPECTS

Conflict Management and Negotiation Skills

4 Jan 2014

What is conflict

Constructive or destructive Good or Bad Does it result in winners or losers Is it unnatural Should it be expressed out in the open Is it inevitable

Sources of Conflict

Short term pressures vs long term goals Differing perceptions values cultural

norms Ambiguous jurisdictions Lack of clarity Resources Power status etc Attitudes Change

Ways to deal with common conflict Both parties talk things out and decide on a solution

that pleases both (Collaboration) Both parties sort things out and each side makes a

concession( Negotiation) One party gives in to the other party(Avoidance) Both parties underplay the conflict(smoothing) Someone who is not part of the conflict helps them

to talk things out and reach a solution(Mediation) Both parties decide to talk things out with a third

party- third party determines a binding solution( Arbitration)

Both parties take the legal route( Adjudication)

NEGOTIATION SKILLS

My father said You must never try to make all the money thats in a deal Let the other fellow make some money too because if you have a reputation for always making all the money you wont have many dealsrdquo

J Paul Getty

Negotiation ndash What is it

lsquoThe process by which we search for the terms to obtain what we want from somebody who wants something from usrsquo

Gavin Kennedy

Confer with others to reach a compromise or agreement

Concise Oxford Dictionary

To negotiate is to trade something we have for something we want

Anon

lsquoNegotiation is an explicit voluntary traded exchange between people who want something from each otherrsquo

Gavin Kennedy

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

What is conflict

Constructive or destructive Good or Bad Does it result in winners or losers Is it unnatural Should it be expressed out in the open Is it inevitable

Sources of Conflict

Short term pressures vs long term goals Differing perceptions values cultural

norms Ambiguous jurisdictions Lack of clarity Resources Power status etc Attitudes Change

Ways to deal with common conflict Both parties talk things out and decide on a solution

that pleases both (Collaboration) Both parties sort things out and each side makes a

concession( Negotiation) One party gives in to the other party(Avoidance) Both parties underplay the conflict(smoothing) Someone who is not part of the conflict helps them

to talk things out and reach a solution(Mediation) Both parties decide to talk things out with a third

party- third party determines a binding solution( Arbitration)

Both parties take the legal route( Adjudication)

NEGOTIATION SKILLS

My father said You must never try to make all the money thats in a deal Let the other fellow make some money too because if you have a reputation for always making all the money you wont have many dealsrdquo

J Paul Getty

Negotiation ndash What is it

lsquoThe process by which we search for the terms to obtain what we want from somebody who wants something from usrsquo

Gavin Kennedy

Confer with others to reach a compromise or agreement

Concise Oxford Dictionary

To negotiate is to trade something we have for something we want

Anon

lsquoNegotiation is an explicit voluntary traded exchange between people who want something from each otherrsquo

Gavin Kennedy

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

Sources of Conflict

Short term pressures vs long term goals Differing perceptions values cultural

norms Ambiguous jurisdictions Lack of clarity Resources Power status etc Attitudes Change

Ways to deal with common conflict Both parties talk things out and decide on a solution

that pleases both (Collaboration) Both parties sort things out and each side makes a

concession( Negotiation) One party gives in to the other party(Avoidance) Both parties underplay the conflict(smoothing) Someone who is not part of the conflict helps them

to talk things out and reach a solution(Mediation) Both parties decide to talk things out with a third

party- third party determines a binding solution( Arbitration)

Both parties take the legal route( Adjudication)

NEGOTIATION SKILLS

My father said You must never try to make all the money thats in a deal Let the other fellow make some money too because if you have a reputation for always making all the money you wont have many dealsrdquo

J Paul Getty

Negotiation ndash What is it

lsquoThe process by which we search for the terms to obtain what we want from somebody who wants something from usrsquo

Gavin Kennedy

Confer with others to reach a compromise or agreement

Concise Oxford Dictionary

To negotiate is to trade something we have for something we want

Anon

lsquoNegotiation is an explicit voluntary traded exchange between people who want something from each otherrsquo

Gavin Kennedy

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

Ways to deal with common conflict Both parties talk things out and decide on a solution

that pleases both (Collaboration) Both parties sort things out and each side makes a

concession( Negotiation) One party gives in to the other party(Avoidance) Both parties underplay the conflict(smoothing) Someone who is not part of the conflict helps them

to talk things out and reach a solution(Mediation) Both parties decide to talk things out with a third

party- third party determines a binding solution( Arbitration)

Both parties take the legal route( Adjudication)

NEGOTIATION SKILLS

My father said You must never try to make all the money thats in a deal Let the other fellow make some money too because if you have a reputation for always making all the money you wont have many dealsrdquo

J Paul Getty

Negotiation ndash What is it

lsquoThe process by which we search for the terms to obtain what we want from somebody who wants something from usrsquo

Gavin Kennedy

Confer with others to reach a compromise or agreement

Concise Oxford Dictionary

To negotiate is to trade something we have for something we want

Anon

lsquoNegotiation is an explicit voluntary traded exchange between people who want something from each otherrsquo

Gavin Kennedy

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

NEGOTIATION SKILLS

My father said You must never try to make all the money thats in a deal Let the other fellow make some money too because if you have a reputation for always making all the money you wont have many dealsrdquo

J Paul Getty

Negotiation ndash What is it

lsquoThe process by which we search for the terms to obtain what we want from somebody who wants something from usrsquo

Gavin Kennedy

Confer with others to reach a compromise or agreement

Concise Oxford Dictionary

To negotiate is to trade something we have for something we want

Anon

lsquoNegotiation is an explicit voluntary traded exchange between people who want something from each otherrsquo

Gavin Kennedy

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

Negotiation ndash What is it

lsquoThe process by which we search for the terms to obtain what we want from somebody who wants something from usrsquo

Gavin Kennedy

Confer with others to reach a compromise or agreement

Concise Oxford Dictionary

To negotiate is to trade something we have for something we want

Anon

lsquoNegotiation is an explicit voluntary traded exchange between people who want something from each otherrsquo

Gavin Kennedy

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

When do we Negotiate

When we need someonersquos consent

When the time and effort of negotiating are justified

When the outcome is uncertain

Source The Negotiate Trainers Manual 1996 p6

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

Types of Behaviour in Negotiations RED- aggressive demanding BLUE- relational cooperative PURPLE- tit for tat strategies problem

solving assertive

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

Negotiation techniques Determine what you want and what they want Determine what you will trade- know your

BATNA Visualize gains Assess own strengths and weaknesses and that

of the other party Positive powerful opening- remember that both

sides are under pressure Cover- why we are here what we are going to

do how long it will take Emphasize on the need for agreement

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

Techniques--- contd

Do not feel intimidated Use neutral tone- listen actively Use purple behaviour at all times Full disclosure of proposal Be prepared to make concessions Do not ignore issues to speed up

negotiations Record fully all agreements finalized

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

ASSERTIVENESS DURING NEGOTIATIONS

ASSSERTIVENESS IS A SET OF COMMUNICATION SKILLS NOT A PERSONALITY TYPE

JUST LIKE ANY OTHER BEHAVIOR ASSERTIVE COMMUNICATION CAN BE LEARNED

TO COMMUNICATE ASSERTIVELY IS TO COMMUNICATE YOUR THOUGHTS AND FEELINGSHONESTLY AND APPROPRIATELY

THIS REQUIRES SELF-AWARENESS AND SELF-CONFIDENCE -KNOWING WHAT YOU WANT AND BELIEVING THAT YOU DESERVE IT

ASSERTIVENESS MEANS TREATING YOURSELF WITH THE SAME RESPECT THAT YOU WOULD USUALLY DEMONSTRATE TOWARD OTHERS

WITHOUT INTENTIONALLY HURTING ANYONES FEELINGS

1048713DIRECT COMMUNICATION CAN REDUCE CONFLICT BUILD SELF-CONFIDENCE AND ENHANCE PERSONAL AND WORK RELATIONSHIPS

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

A union leader interviewed on television made a passionate case that if only the management would return to the negotiation table and lsquoshow some flexibilityrsquo he had no doubt that the bitter strike lsquowould be settled in a matter of hoursrsquo Did he mean that

a) The union was ready to make some concessionsb) The management must make some concessionsc) If the management made some concessions then the union would too

THINKER QUESTION

22

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13

The financial director of a large customer is an abusive and domineering person who has a repertoire of swear words and will not accept lsquoNorsquo for an answer She expects you to sit there and take it and theatrically waves her arms about and throws papers around when she wants to make a point Do you

a Behave in a contrasting manner and keep your cool

b Agree to what she wants

c Wait to say your piece

Thinker question

39

• Important aspects
• What is conflict
• Sources of Conflict
• Ways to deal with common conflict
• Negotiation Skills
• (2)
• Types of Behaviour in Negotiations
• Negotiation techniques
• Techniques--- contd
• ASSERTIVENESS DURING NEGOTIATIONS
• THINKER QUESTION
• Slide 13