Negotiation Skills NCLVI Policy Seminar February 4, 2006 Washington, DC.

Negotiation SkillsNegotiation Skills

NCLVI Policy SeminarNCLVI Policy Seminar

February 4, 2006February 4, 2006

Washington, DCWashington, DC

Overview of Seminar ContentOverview of Seminar Content

Defining Negotiation SkillsDefining Negotiation Skills Promoting Creative ResponsesPromoting Creative Responses Negotiation Questionnaire (How Negotiation Questionnaire (How

much do you know?)much do you know?) Mapping Conflicts and Developing Mapping Conflicts and Developing

OptionsOptions Negotiation versus MediationNegotiation versus Mediation Broadening PerspectivesBroadening Perspectives

Creative ResponsesCreative Responses

There are two people in a kitchen. There are two people in a kitchen. There is only one orange left and There is only one orange left and both of them want it. What would both of them want it. What would you expect as the solution?you expect as the solution?

Compromise is one option. They Compromise is one option. They might cut it in half and each gets might cut it in half and each gets half.half.


Let’s assume that’s what they do. Let’s assume that’s what they do. One person now goes to the juicer One person now goes to the juicer and starts squeezing a rather too and starts squeezing a rather too small glass of orange juice.small glass of orange juice.

The other, with some difficulty, The other, with some difficulty, begins to grate the rind of the orange begins to grate the rind of the orange to flavor a cake.to flavor a cake.

A win/win approach involves:A win/win approach involves:

Going back to underlying needsGoing back to underlying needs Recognizing individual differencesRecognizing individual differences Adapting positions in light of shared Adapting positions in light of shared

information and attitudesinformation and attitudes Attacking the problem, not the Attacking the problem, not the

peoplepeople


Problems or Challenges?Problems or Challenges? Perfection versus Discovery?Perfection versus Discovery? The perfection hat says: “Is this good The perfection hat says: “Is this good

enough? (Usually not!) “Does this enough? (Usually not!) “Does this meet my impeccably high standards?meet my impeccably high standards?

The discovery hat says: “How The discovery hat says: “How fascinating! What are the possibilities fascinating! What are the possibilities here?”here?”

Negotiation Defined:Negotiation Defined:

Take a few minutes of Take a few minutes of discussion/dialogue to arrive at a discussion/dialogue to arrive at a common understanding of the term common understanding of the term “negotiation”“negotiation”

““Negotiation involves two or more Negotiation involves two or more parties with competing or conflicting parties with competing or conflicting interests or needs, working towards an interests or needs, working towards an agreement on how they will cooperate.”agreement on how they will cooperate.”

(Tillett, 1991)(Tillett, 1991)

Negotiation QuestionnaireNegotiation Questionnaire

Answer True or False to the followingAnswer True or False to the following 1. Negotiating is concerned with 1. Negotiating is concerned with

winning more points than the other winning more points than the other side.side.

2. If the other party is a hard, 2. If the other party is a hard, aggressive negotiator, then we must aggressive negotiator, then we must use the same tactics in self-defense.use the same tactics in self-defense.

3. If our organization is large, we 3. If our organization is large, we should be prepared to use our power should be prepared to use our power to influence the outcome.to influence the outcome.

Negotiation Questionnaire (2)Negotiation Questionnaire (2)

4. Negotiation is about concluding a 4. Negotiation is about concluding a contract.contract.

5. It is a sign of weakness to be slow and 5. It is a sign of weakness to be slow and cautious in reaching agreement.cautious in reaching agreement.

6. People who are demanding and 6. People who are demanding and uncompromising make the best uncompromising make the best negotiators.negotiators.

7. There is nothing wrong with giving 7. There is nothing wrong with giving misleading information if it is going to help misleading information if it is going to help you get what you want from negotiations.you get what you want from negotiations.

Negotiations Questionnaire (3)Negotiations Questionnaire (3)

8. It is dangerous to allow the other 8. It is dangerous to allow the other party to know what you really want party to know what you really want in a negotiation.in a negotiation.

9. We have failed in a negotiation if 9. We have failed in a negotiation if we do not get exactly what we want.we do not get exactly what we want.

10. There can only be one winner in 10. There can only be one winner in any negotiation.any negotiation.

What does the questionnaire mean What does the questionnaire mean to you in your role?to you in your role?

There are many styles of negotiation; one There are many styles of negotiation; one is the hard or aggressive approach that is the hard or aggressive approach that states: “more for you means less for me.”states: “more for you means less for me.”

If you answered true for six or more of the If you answered true for six or more of the statements, your adopted style is probably statements, your adopted style is probably the “hard bargainer.”the “hard bargainer.”

The openly aggressive negotiator reveals The openly aggressive negotiator reveals tough behavior & doesn’t hide intentions.tough behavior & doesn’t hide intentions.

Others are quietly aggressive and secure Others are quietly aggressive and secure their objective surreptitiously.their objective surreptitiously.

12 Conflict Resolution Skills12 Conflict Resolution Skills

1. Think Win/Win1. Think Win/Win 2. Creative responses that transform 2. Creative responses that transform

problems into creative opportunitiesproblems into creative opportunities 3. Build empathy by using active 3. Build empathy by using active

listening to clarify understandinglistening to clarify understanding 4. Apply assertiveness strategies to 4. Apply assertiveness strategies to

attack the problem and not the personattack the problem and not the person 5. Eliminate “power over” to build 5. Eliminate “power over” to build

“power with” others“power with” others


6. Manage emotions by expressing 6. Manage emotions by expressing fear, anger, hurt, and frustration fear, anger, hurt, and frustration wisely to effect changewisely to effect change

7. Name personal issues that cloud 7. Name personal issues that cloud the picturethe picture

8. Map the conflict by defining issues 8. Map the conflict by defining issues of common needs and concernsof common needs and concerns

9. Design creative solutions together9. Design creative solutions together


10. Plan and apply effective 10. Plan and apply effective negotiation strategies to reach negotiation strategies to reach agreementagreement

11. Help conflicting parties move 11. Help conflicting parties move towards solution through mediationtowards solution through mediation

12. Broaden perspectives to evaluate 12. Broaden perspectives to evaluate problems in a broader contextproblems in a broader context

The Conflict Resolution NetworkThe Conflict Resolution Network Chatswood, New South Wales, AustraliaChatswood, New South Wales, Australia

Dealing with Tricky Negotiators—Dealing with Tricky Negotiators—How do you respond to:How do you respond to:

Exaggerated Bluff “You can’t be Exaggerated Bluff “You can’t be serious!!!”serious!!!”

The Invisible Competition “Your The Invisible Competition “Your competitor quoted lower.”competitor quoted lower.”

No-way Jose “It’s against our agency No-way Jose “It’s against our agency policy.”policy.”

Salami (a thin slice at a time)Salami (a thin slice at a time) Deadline Dilemma (using delays and Deadline Dilemma (using delays and

deadlines)deadlines)


Blowing Hot and Cold (Initial Blowing Hot and Cold (Initial enthusiasm, sudden cooling off)enthusiasm, sudden cooling off)

Columbo “Just one last thing.”Columbo “Just one last thing.” Family Discounts “Look how much Family Discounts “Look how much

I’ve done for you?” (presenting I’ve done for you?” (presenting concessions as a personal favor)concessions as a personal favor)

““It’s none of my business but…” It’s none of my business but…” (complaints about your agency’s (complaints about your agency’s service or attitude)service or attitude)


““I don’t have the authority.” (need to I don’t have the authority.” (need to refer to the decision maker)refer to the decision maker)

All Change (new faces, predecessor All Change (new faces, predecessor had “no authority”)had “no authority”)

Raising the Roof (each concession Raising the Roof (each concession followed by a raised demand)followed by a raised demand)

My Way or the Highway “And that’s My Way or the Highway “And that’s my final offer!”my final offer!”

Over My Dead Body Over My Dead Body -refusal/preconditions-refusal/preconditions

Braham’s Negotiation TipsBraham’s Negotiation Tips

1. Know Thyself1. Know Thyself 2. Do Your Homework2. Do Your Homework 3. Practice Double and Triple Think3. Practice Double and Triple Think 4. Build Trust4. Build Trust 5. Develop External Listening5. Develop External Listening 6. Move Beyond Positions6. Move Beyond Positions 7. Own Your Power7. Own Your Power

Braham’s Negotiation TipsBraham’s Negotiation Tips

8. Know Your BATNA8. Know Your BATNA (Best Alternative To a Negotiated (Best Alternative To a Negotiated

Agreement) Agreement) 9. Know What a Win Is9. Know What a Win Is 10. Enjoy the Process10. Enjoy the Process

Barbara Braham (2004). Barbara Braham (2004). Skills and strategies for Skills and strategies for effective effective

negotiation. negotiation.

Think of recent negotiations in Think of recent negotiations in which you have been involved:which you have been involved:

Buying a car, house, or applianceBuying a car, house, or appliance Negotiating a new salaryNegotiating a new salary Arranging a fair division of household Arranging a fair division of household

choreschores Negotiating different roles and Negotiating different roles and

responsibilities at workresponsibilities at work Making divorce settlements or Making divorce settlements or

custody arrangementscustody arrangements

Ask yourself the following:Ask yourself the following:

Why do we negotiate in these settings?Why do we negotiate in these settings? How is our style of negotiating different How is our style of negotiating different

dependent on the situation?dependent on the situation? What do you think a win/win approach What do you think a win/win approach

to negotiation would involve?to negotiation would involve? What is the BATNA?What is the BATNA? What is the WATNA?What is the WATNA? How does a clear idea about BATNAs How does a clear idea about BATNAs

and WATNAs help negotiations?and WATNAs help negotiations?

Mediation StrategiesMediation Strategies

1. Clarify (the facts, the players, the 1. Clarify (the facts, the players, the positions, the issues)positions, the issues)

2. Explore Options (developed by all 2. Explore Options (developed by all the players as they unfold the whole the players as they unfold the whole picture)picture)

3. Move to the Positive (ask questions 3. Move to the Positive (ask questions like: “What would it take to solve this like: “What would it take to solve this problem?” “What is it that you want?” problem?” “What is it that you want?” “What would make it better?” “What “What would make it better?” “What would make you willing?”would make you willing?”

Mediation StrategiesMediation Strategies

4. Go Back to Legitimate Needs and 4. Go Back to Legitimate Needs and Concerns (ask: “What do you need?” Concerns (ask: “What do you need?” “Why is it important to you?” “Tell “Why is it important to you?” “Tell me why that seems the best option me why that seems the best option to you?” “Are there alternatives that to you?” “Are there alternatives that would also satisfy you?”)would also satisfy you?”)

5. Design options using clarifying 5. Design options using clarifying tools, negotiating tools, and tools, negotiating tools, and generating tools.generating tools.

Broadening PerspectivesBroadening Perspectives

SelectionSelection Is it built on a win/win approach?Is it built on a win/win approach? Does it meet many needs of all parties?Does it meet many needs of all parties? Is it feasible?Is it feasible? Is it fair?Is it fair? Does it solve the problem?Does it solve the problem? Can we settle on one option or do we Can we settle on one option or do we

need to trial several?need to trial several?


ImplementationImplementation Are there a number of steps involved?Are there a number of steps involved? What are they?What are they? Who is responsible for each step? Who is responsible for each step? Is the responsibility shared fairly?Is the responsibility shared fairly? What is the time frame?What is the time frame? What is the review and evaluation What is the review and evaluation

process?process?


AgreementsAgreements Are there any other relevant issues that Are there any other relevant issues that

need to be addressed?need to be addressed? Do we need agreement displayed (e.g., Do we need agreement displayed (e.g.,

by handshake, show of hands, or in by handshake, show of hands, or in writing)?writing)?

““We must all learn to live We must all learn to live together as brothers or we will together as brothers or we will

perish together as fools. We are perish together as fools. We are tied together in the single tied together in the single

garment of destiny, caught in an garment of destiny, caught in an inescapable network of inescapable network of

mutuality. And whatever affects mutuality. And whatever affects one directly affects all indirectly.one directly affects all indirectly.

For some strategic reason, I can For some strategic reason, I can never be what I ought to be until never be what I ought to be until you are what you ought to be.”you are what you ought to be.”

--Martin Luther King, Jr.--Martin Luther King, Jr.

Negotiation Skills NCLVI Policy Seminar February 4, 2006 Washington, DC.

Documents

Transcript of Negotiation Skills NCLVI Policy Seminar February 4, 2006 Washington, DC.