NEGOTIATION

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• NEGOTIATION

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WHAT IS NEGOTIATION?
NEGOTIATION IS THE PROCESS OF ACHIEVING GOALS
THROUGH AN AGREEMENT, IN SITUATIONS WHERE THERE
EXIST MUTUAL OR COMPLEMENTARY INTERESTS AS WELL
AS ANTAGONIC AND CONFLICTING INTERESTS AND IDEAS.
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NIM - NEGOTIATION INTEGRATED MODEL
NEGOTIATION PROCESS
INTERPERSONAL RELATIONS
NEGOTIATORS PERSONAL HISTORY AND REALITY
KNOWLEDGE OF BUSINESS / ISSUE
1st scenario
2nd scenario
3rd scenario
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NEGOTIATION STEPS

• PREPARATION
• OPENING
• EXPLOITATION
• PRESENTATION
• EXPLANATION
• FINAL ACTION
• CONTROL AND ASSESSMENT

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BATNA ()

• THIS METHOD CONSISTS OF THREE STEPS IN ORDER TO
  OVERCOME UNREALISTIC AND UNFLEXIBLE LIMITS
• STEP ONE LIST EVERYTHING YOU COULD DO IN CASE
  YOU DONT COME TO AN AGREEMENT
• STEP TWO EXPLORE YOUR BEST OPTIONS AND TRY TO
  IMPROVE THEM.
• STEP THREE CHOOSE THE BEST OPTION. THIS IS
  WHAT WE CALL YOUR BATNA
• REALISTIC ALTERNATIVES INSTEAD OF STRICT LIMITS
• () ROGER FISCHER AND WILLIAN URY, PROFESSORS AT
  HARVARD, CREATED THE CONCEPT OF BATNA - THE BEST
  ALTERNATIVE TO A NEGOTIATED AGREEMENT

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EXCHANGING CONCESSIONS

• CALCULATE THE VALUE OF EACH CONCESSION. BEFORE
  MAKING THE CONCESSIONS, ASK YOURSELF
• WHAT IS THE VALUE OF SUCH CONCESSION TO THE
  OTHER PARTY?
• WHAT WILL IT COST ME?
• WHAT DO I NEED IN RETURN?

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CONCESSIONS
LEAVE ROOM FOR NEGOTIATION MAKE THE OTHER PARTY
STRUGGLE FOR A CONCESSION ON YOUR PART DO NOT
MAKE TOO MANY CONCESSIONS, TOO FAST IF POSSIBLE,
MAKE THE FIRST MOST SIGNIFICANT CONCESSION COME
FROM THE OTHE PARTY. MAKE CONDITIONAL
CONCESSIONS FOLLOW UP ALL OF THE CONCESSIONS
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IMPASSES
PAUSE HONOURABLE WITHDRAWAL CHANGE OF PLACE,
PERSON OR PROPOSAL MEDIATOR RESPOND TO
AGGRESSIONS WITH FACTS AVOID PERSONALITY
CONFLICTS EMPHASIZE PREVIOUS POINTS OF AGREEMENT
MOVE ON TO NON CONFLICTING ISSUES
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A NEGOTIATOR'S CAPITAL SINS

• LOTS OF IMPROVISATION AND LITTLE PLANNING
• DOES NOT FOLLOW THE STEPS
• WHEN NEGOTIATING IN TEAMS, DOES NOT PREPARE
  ADEQUATELY
• HAS DIFFICULTY IN LISTENING TO THE OTHER PARTY
• HAS DIFFICULTY IN MAKING RELEVANT QUESTIONS
• IS EAGER
• HAS LITTLE FLEXIBILITY
• DOES NOT CONTROL RESULTS
• ACTS AS IF THE IMPORTANT THING WERE WHAT ONE
  DOES, INSTEAD OF THE RESPONSE ONE GETS FOR WHAT
  ONE DOES .

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CATALYTIC DOMINATING/INFORMAL

• ORIENTATION -------- IDEAS
• TRUST -------- OPENNESS
• - CREDIBILITY
• NEEDS -------- RECOGNITION

PERCEIVED
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CREATIVE
SUPERFICIAL ENTREPRENEUR
EXCLUSIVE PERSUASIVE
IMPULSIVE STIMULATING
HARD TO BELIEVE ENTHUSIASTIC
UNSTABLE
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SUPPORTIVE CONDESCENDING/INFORMAL

• ORIENTATION -------- RELATIONSHIP
• TRUST -------- RECEPTIVITY
• - COHERENCE /
  CONSISTENCY
• NEEDS -------- ASSOCIATION

PERCEIVED
-
KIND
WASTES TIME UNDERSTANDING
FAKE (PHONY) PLAYS FOR THE TEAM
AVOIDS CONFLICT GOOD LISTENER
UNEFFICIENT HELPFUL
EASY TO PERSUADE
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CONTROLLER DOMINANTING/FORMAL

• ORIENTATION -------- RESULTS
• TRUST -------- COHERENCE / CONSISTENCY
• - RECEPTIVITY
• NEEDS -------- ACCOMPLISHMENT

PERCEIVED
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DECIDED
CRITIC OBJETIVE
BOSSY FAST
IMPATIENT TAKES RISKS
INSENSITIVE EFFICIENT DEMANDING
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ANALYTIC CONDESCENDING/FORMAL

• ORIENTATION -------- PROCEEDINGS
• TRUST -------- CREDIBILITY
• - OPENNESS /
  CLEARNESS
• NEEDS -------- SECURITY

PERCEIVED
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ORGANISED
METICULOUS SERIOUS
STUBBORN CAREFUL
PROCRASTINATOR PATIENT
PERFECTIONIST SELF CONTROLLED
UNDECIDED
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STYLES NEEDS AND TRUST
ACCEPTANCE
RECOGNITION
RECEPTIVITY
OPENNESS
CATALYTIC
SUPPORTIVE
CONTROLLER
ANALYTIC
COHERENCE
CREDIBILITY
ACCOMPLISHMENT
SECURITY
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FLEXIBILITY
OPPORTUNITY ORIENTED SEE COMMITMENTS IN A
CONSTRUCTIVE WAY, NOT AS AN OBSTACLE. OPEN TO
CHANGES KNOWS HOW AND WHEN TO SAY YES AND NO
LESS SUBMITTED TO HABITS TOLERANT TO INDIVIDUAL
DIFFERENCES
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FLEXIBILITY
RECOGNISES THE IMPORTANCE OF WORKING WITH PEOPLE
(RELATIONSHIP)AND IS CONCERNED ABOUT GETTING THE
JOB DONE (RESULTS ORIENTED) - VALUES THE BALANCE
BETWEEN THE TWO. KNOWS HOW TO DEAL WITH DEFENSIVE
BEHAVIOURS KNOWS HOW TO BEHAVE BASED ON
PERSONAL POWER.
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