Chapter 3 and 4 Takeaways Preparation Table Tactics how to play the game well

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Chapter 3 and 4TakeawaysPreparation Table
Tactics(how to play the game well)

• 492 Negotiations
• Karen M. Ross, MBA, SPHR

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Chapter 3 Preparationhighlight of important
steps

• First Steps reviewed previously
• BATNA, Value Creation, Reservation Price,
  gathering information, etc.
• Authority Level (does it matter)
• Understanding people culture
• Being flexible
• When to alter the process

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Authority Level(does it matter?)

• Supposition that there may or will be an unequal
  level of authority
• How do we get around this? Ask
• Who will make the decision (joint, individual)
• How will the decision be made
• President vs. Senate
• Best to determine authority level more so than
  who
• Be prepared research as much as you can on the
  front end about who will be there, roles, etc.

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Understanding people culture

• In the preparation phase realize this is an
  interpersonal exchange (how people react/respond
  is based on past experience)
• Think about your own possibly the other parties
  style to determine how the process may go
• Think about your upcoming research projects
  who, if anyone knows the most at this point
  why? Or have you gotten that far?

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Being flexible

• Wouldnt it be great if conversation followed a
  linear or predictable path (especially with human
  beings!)
• Treat every shift/change as an opportunity to
  explore something another way
• Any process, formal or not (Harvard Book,
  Mediation) can be a helpful structure but be
  willing to stray from it if needed

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When to alter the process

• It is possible that whomever set the agenda about
  what will be discussed may be holding the power
• Look for where you might be shut down
  (experienced negotiators can be intimidating or
  again, if there is something HUGE at stake)
• Continue to stay true to your interests/needs
  careful about your POV
• What is reframing and how can it help to see
  all sides

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ExerciseTurn to Page 59/60 (Ch. 4)

• Read Tips for Active Listening
• Think about a recent situation you have been
  involved in (short story)
• Explain this to someone next to you
• Have them repeat what they heard
• Change sides
• What value could this bring?

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Chapter 4How to play the game well

• Chapter 4 gives you Distributive and Integrative
  ideas
• How you get there in the first place this could
  mean everything!
• Recall anchoring?
• What is a concessionary move
• Continual Evaluation

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How we get there in the first place(would active
listening help?)

• Sometimes people feel status quo is finewhy
  negotiate at all? Very common.
• It might be our job to convince the other side
  (enroll) as to why it is to their benefit
• Offer incentives what are their needs?
• Spell out the cost of not negotiating
• Look for others who can be allies (explain how it
  was beneficial before)
• Review page 48 Tips for the Right Tone helps
  to make a good start

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TacticsWhat is anchoring?

• The attempt to establish a reference point
• Research shows that by doing this often times it
  may very well correlate to the outcome (what you
  wanted in the first place)
• Be able to articulate why you placed an anchor
  (or the other side did)
• Realize the riskslowball?!
• Can you Counter anchor? (pg 51)

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Anchorcounter anchorwhat they do

• Takeaway here is to avoid direct comparison
  between the other sides initial offer your own
• If their offer isnt serious, safely ignore it
• If it was serious respectfully ask them to
  explain why and/or to justify it to your
  satisfaction (example fair salary rangefair
  price for a business)

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Concessionary Moves

• Once the anchor is set moves countermoves
  typically ensue
• Be careful about huge concessionary moves
  could be saying how flexible you really are (or
  lack of confidence about the first move/anchor)
• If you find this tactic stressful, take your
  time, take a break, regroup about what you wanted
  in the first place (if you can build this in)
  in mediation we call this caucus

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When to evaluate how it is going

• Remember that because this isnt always linear
  allow yourself that evaluating as you go can both
  keep you on track take you off track (OMG, its
  not going well)
• Take small steps when evaluating adjust good
  part of your tactics (active listening, note
  taking if you can)

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Summary thoughtsshifting to Integrative

• Know that in some situations you can add an
  expiration date (job offer letter)
• You or they can offer alternatives before
  insisting on a decision
• Look at the timetable for both parties shared
  interests
• Look at figure 4-1, page 66

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Next Steps

• Take advantage of the summaries in each chapter
  offering sound bites explanations
• September 28 Chapter 5 FAQs and getting the
  answers you need
• October 5th Chapter 6 Barriers to Negotiating
  (1st Journal Entry Due)
• Questions?