NEGOTIATION SEMINAR - NCMA Sally Cunningham Dave Pronchick March 14, 2012
Kraft Negotiation Seminar
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Transcript of Kraft Negotiation Seminar
Negotiation Skills for WomenVictoria Pynchon, J.D., LL.M
She Negotiates Consulting and TrainingShenegotiates.com and blogs.forbes.com/shenegotiates
Get your partner to come to your side of the line
Contentious Dispute Resolution Tactics
• Yielding/Ingratiation• Shaming• Persuasive
argumentation• Promises of future action• Threats of future action• Physical force
Negotiation is Just a Conversation Leading
to Agreement
• 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
Women are . . . • Kind• Nurturing• Emotional• Weak• Indecisive• Patient• Tolerant• Afraid of conflict
Analytic Emotional
Positions Interests
Self-interested Nurturing
Competitive Cooperative/relational
Direct Indirect
Hierarchical Non-hierarchal
High sense of entitlement Low Sense of Entitlement
More inclined to boast Underplays achievements
Dominant Submissive
Stereotype threat – anxiety when you believe you might confirm a negative stereotype about your
social group.
Gender Blow Back
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?
Male Bargaining AdvantagesFeel bargaining advantage
Feel entitled to more rewards
Less likely to back downUse more distributive
tacticsFeel entitled to informationSeen as stronger speakers
than women Seek more powerIntimidate
Female Bargaining Advantages• take a broad or 'collective' perspective
• 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
Within six months of taking top-flight negotiation courses, less than 40% of the women were using the skills they learned, compared to 98% of their male counterparts.
When asked why, they said they believed that many of the learned negotiation strategies, tactics and skills were inconsistent with who they believed they were as women, and specifically in conflict with their identity and how they saw themselves.
We work 22% longer and 10%
faster for the same reward
What the heck are we thinking?????
They’ll notice what I’m doing and reward me
If they don’t reward me, I don’t deserve it
I’ll offend someone and be punished
I’d rather be happy than rich
It’s selfish to ask for myself
• Cooperate with the group or betray
• Which has the evolutionary advantage – likely to pass genetic material into the future
Prisoners’ Dilemma
• Two suspects • Insufficient evidence to convict• 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?
• 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.
Most Effective Conflict Resolution Strategy: Tit for Tat
Interest Based Negotiation
A process in which we seek to expand the pie of benefits available to the parties in an attempt to satisfy as many of their needs, desires, preferences and priorities as possible (their interests).
recognize the opportunity to negotiate
Trade!!
Create Value
Identify Interests
Anchor
Frame
Log Roll
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
Bracketing & Hypothetical Offers
Offer Contingencies
Competitive Distributive Bargaining
• Start high/low• Make small/grudging
concessions• Demand reciprocity• Share little information• Maintain high
aspirations• Make hypothetical
offers you can later disown
• Stress BATNA• Make multiple offers
with same benefit to you
Negotiating with Difficult People
• 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
Are they irrational or are they operating under hidden constraints– Institutional– Precedential– Promises to others
• Hidden stakeholders
– Deadlines
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
• Reiterate terms • 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
Close