Negotiation workshopCZ.1.07/2.2.00/07.0029

How to come to a yes

Like any decision• A appreciate you need to negotiate• S specify WWW WWH• K causes problem? opportunity?

• S solutions generate; select• I implement plan; prepare• R review satisfactory outcome

• L learn to improve

Exercise 1: Negotiate if…

• Your 3 points

Negotiate if…

• Best approach available• Time• Options• Willing• Confident• Prepared• … to lose!?

Need to negotiate

• Optimum outcome• Acceptable to all• Approval• Awareness• Involvement• Commitment

Scope and scaleType e.g. quantitative or qualitativeFacts, rules, normsNeed for decisionUrgent or phased‘Big bang’ or softly, softlyDecision criteriaPotential to pre-empt

Plan

Plan Outcomes

• Ideal• Fair• Fallback / crucial• Reject

• Packages• Trade-offs

Prepare

• Style,format,content• Location, layout• Time, duration• 1-2-1?• Formal?• Types of input

Exercise 2: Dicey Business

• Teams of say 4-6• Running a business• Which will be most successful?

Dicey Business Feedback

• How successful were you?• Why?

• Did you establish the facts?• Did you use them?!

• What forms of negotiation occurred?• Was it appropriate?

Types of Outcome

I win I lose

You win

You lose

win-lose negotiation• Tempting• Temporary feeling of superiority• BUT the other party is NOT your enemy

• Likely to ruin long-term relationship• Loser unlikely to want to work with you again• May seek to avoid carrying out agreement• Be uncooperative and legalistic• May seek revenge

21/04/23 John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

Leadership Fitness See-sawLeadership Fitness See-sawGlobally Fit Leadership

‘WINNERS’

‘LOSERS’Diabolical Leadership

Psychology

• Fit their image• Ask for more than you need• Charm offensive• ‘sell’ your solution to them• Emotional intelligence:

- what approaches work with them?

Body Language

Exercise 3: Body Language

Show me…•You are enjoying the session•You feel unclear about what is being discussed•You think you will lose out•You feel confident and relaxed•You want to be left alone•Something else

– see if I get the message

Negotiating successfully

• explore each person’s position• seek a ‘win-win’• mutually acceptable compromise• Balanced optimum outcome

• Don’t assume you know the other’s goals• Seek out their hidden agendas / concerns• Be prepared to trade / negotiate /

compensate

Negotiate with the ‘right’ person

• With the power to decide and implement

• Similar attitudes• Receptive to change• Mutual respect• Owes you a favour

State your case

• Emphasise areas of agreement• Explain your position• Need for a positive outcome• Consequences of failure• Assumptions – state and challenge• Be constructive and flexible

Exercise 3: Save the Planet

• My world is falling apart!

• Please help put it back together

Emotions / feelings

• Before

• During

• Short term

• Long term

21/04/23 John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

Keep smiling

Exercise 4: Transaction Analysis

• Read the handout• Discuss with your group• Prepare a scenario for another group to tackle

- from both sides

21/04/23 John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

21/04/23

The Embedded Values Cycle

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Concepts of MisLeadership and Globally Fit Leadership (GFL)

Category of ElementMisLeadership of GFL • Missing Decision Making• Misguided ` Global Perspective• Misinformed New Paradigm• Machiavellian Contemporary

Mission

21/04/23 john.rayment@anglia.ac.uk

O3 Society

O2 Group

O1 Individual

F1 F2 F3 Strength Stamina Suppleness

Holistic Depth

Fitness Plane

Organic Level

H3 Spiritual H2 MentalH1 Physical

The Global Fitness FrameworkThe Global Fitness Framework

21/04/23 John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

Misinformed versus New Business Paradigm

• GIGO• Challenge assumptions• Seek the truth• Beware MisLeadership by

others

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Machiavellian versus Contemporary Mission

• Where leaders make decisions to achieve their / their organisation’s mission

• knowing these decisions will result in overall harm to humanity

• We say this is being Machiavellian and deliberate MisLeadership

• BUT is it necessarily wrong??

EFMD 3/6/2011

• Eric• Global Era 1989 >• Poverty reduction• ITC revolution• Wider / deeper Europe• WTO growth 90 > 153• Global markets goods, capital, technology

Capitalism: the one and only

• China, India, Soviet area;• Arab spring

Failures

• Polarisation• Ignorance, poverty, disease• Ethnic, culture tensions / wars• Capitalism crisis• Growing insecurity• Weak government• Environmental catastrophes

Contexts

• Legitimacy of elites questioned• Business leaders / politicians / professors• Inadequate reaction to issues: courses on

ethics; new laws > better lawyer• Is there a pilot in the cockpit?• Education / knowledge creation vital• 12000 BS global; 90000 MBA students in UK