The Art of Negotiation

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• The Art of Negotiation

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The Art of Negotiation

• Objectives
• To list examples that require successful
  negotiating skills in your personal and
  professional life
• To explain the elements of successful negotiation
• To describe the barriers to successful negotiation

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The Art of Negotiation

• Outline
• Elements of Successful Negotiation
• Preparation
• Communication Skills
• Emotional Control
• Final Negotiations - Closing the Deal
• Final Tips

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Negotiations
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The Art of Negotiation

• Exercise 1 List 2 examples where negotiation
  skills might be required in your professional
  life.

1. ________________________________ _____________
_____________________ 2. ________________________
________ __________________________________
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Elements of Successful Negotiation

• Preparation
• Setting goals and limits
• Communication Skills
• Listening skills
• Clarity
• Understanding body language
• Emotional Control
• Final Negotiations Closing the Deal

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Preparation

• Preparation develops a position of strength
• Understand the issues and potential hidden
  agendas
• Know the people/personalities youll be
  negotiating with
• Preparation establishes a foundation for success
  and builds confidence

Donaldson, M. Negotiations for Dummies. New
York, NY Hungry Minds, Inc, 1996. Kramer, H.
Game, Set, Match  Winning the Negotiation Game,
A Step-by-Step to Getting What You Want From Any
Negotiation. New York, NY ALM Publishing, 2001.
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Preparation Goals

• Set goals with a specific purpose of negotiation
  in mind
• Example Purpose Fully staff the department
  by January of next year
• Example - Goal Increase wages/benefits to meet
  or exceed local standards

Donaldson, M.
Negotiations for Dummies. New York, NY Hungry
Minds, Inc., 1996.
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Preparation Limits

• Define minimum and maximum limits
• What youre willing to give up
• What will cause you to walk away
• Know that you have other choices
• Know what those choices are
• Know your or else position
• Know how to enforce your limits

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Preparation

• Caution
• NEVER begin a negotiation until you are fully
  prepared!

Donaldson, M. Negotiations
for Dummies. New York, NY Hungry Minds, Inc.,
1996.
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Communication Skills

• Successful communication requires
• Active listening
• Open, two-way communication
• Clarity understanding and being understood
• Ability to correctly interpret body language
• Maddux, R. Successful Negotiation Effective
  Win-Win Strategies and Tactics. Los Altos, CA
  Crisp Publications, Inc. 1988.

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Active Listening

• Tips to demonstrate active listening
• Clear away distractions
• Sit up straight
• Face the speaker
• Make eye contact
• Uncross arms/legs
• Lean forward
• THINK before you respondpause, to make certain
  you understand and are responding to the message
  delivered

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Active Listening

• Exercise 2 List two additional examples that
  demonstrate active listening.

1. ______________________________________ _______
_________________________________ 2.
______________________________________ ___________
_____________________________
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Active Listening

• Barriers
• Pre-conceived ideas
• Defense mechanism (dont want to hear
  information)
• Fatigue
• Poor listening habits
• Lack of respect for ideas/people
• Lack of self confidence

• Donaldson, M. Negotiations
  for Dummies. New York, NY Hungry Minds, Inc.,
  1996.

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Clarity

• Tips to clarify information
• Ask questions to identify key issues and topics
• Plan questions in advance to narrow issues and
  topics
• Tailor questions to the listener using
  appropriate terminology
• Follow-up general responses with specific
  questions
• Keep responses short and concise
• Maddux, R. Successful Negotiation Effective
  Win-Win Strategies and Tactics. Los Altos, CA
  Crisp Publications, Inc. 1988.

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Clarity

• Tips to present information more clearly
• Present information in a logical format that is
  easily understood
• Point to be made Our wage scale is too low
• Reason supporting the point Low wages result in
  job dissatisfaction and the loss of technologists

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Clarity

• Example emphasizing the reason In the past
  three months, we have lost four technologists to
  local community hospitals with wages exceeding
  our top range by 5.25 and have been unsuccessful
  in recruiting new technologists to fill those
  vacant positions.
• Summarize the point Our wage scale is too low

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Clarity

• Barriers to Clarity
• Fear of rejection
• Fear of hurting someone else
• General distractions/interruptions
• Sidebar discussions
• Poor preparation
• Too busy to be clear

Donaldson, M. Negotiations for Dummies.
New York, NY Hungry Minds, Inc., 1996.
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Body Language

• Body language plays a critical role in
  communication
• Accurate interpretation of body language is
  required for successful negotiations
• Body language is expressed by
• Eye and facial expressions
• Arm and hand positions
• Leg and foot positions
• Posture and body position
• Donaldson, M. Negotiations for Dummies. New
  York, NY Hungry Minds, Inc., 1996.

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Body Language

• Body language signaling receptive communication
• Direct eye contact
• Body position relaxed arms and legs uncrossed
• Alert and smiling facial expression
• Movement of head to indicate interest (nodding in
  agreement or tilting with interest)
• Attentive posture or slightly leaning forward

Donaldson, M. Negotiations for Dummies. New
York, NY Hungry Minds, Inc., 1996.
21
Body Language

• Body language signaling barrier to communication
• Slouched posture indicating boredom or lack of
  interest
• Lack of eye contact
• Body position tense, crossed arms and legs
• Neutral or frowning facial expression
• Movement of head in a distracted manner (turning
  away)

Donaldson, M. Negotiations for
Dummies. New York, NY Hungry Minds, Inc., 1996.
22
Emotional Control

• Emotional control emotional distance
• Understand your personal strengths and weaknesses
  
• Identify your hot buttons and know how to
  control them
• Call for a time-out whenever necessary to
  maintain control and confidence
• Kolb, D. Everyday Negotiation Navigating the
  Hidden Agendas in Bargaining. San Francisco, CA
  A Wiley Imprint, 2003.

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Emotional Control

• Emotional Control Emotional Distance
• Express enthusiasmbut not at the expense of
  others
• Be assertive, not aggressive
• Learn to deal with frustration and discouragement
• Learn to deal with difficult people
• Kolb, D. Everyday Negotiation Navigating the
  Hidden Agendas in Bargaining. San Francisco, CA
  A Wiley Imprint, 2003.

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Emotional Control

• Exercise 3 Give two additional examples of
  techniques to maintain emotional control.

1. ______________________________________ _______
_________________________________ 2.
______________________________________ ___________
_____________________________
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Emotional Control Difficult People

• People come with all types of personalities
• Bully
• Rude/insensitive
• Passive/aggressive
• Manipulative
• Understanding and addressing specific
  personalities can assist in a successful
  negotiation process
• Kolb, D. Everyday Negotiation Navigating the
  Hidden Agendas in Bargaining. San Francisco, CA
  A Wiley Imprint, 2003.

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Emotional Control Difficult People

• Techniques to address difficult people
• Encourage participation
• Discourage dominators and ramblers
• Be firm and assertive
• Maintain focus and a clear direction
• Give people the benefit of the doubt
• Use time-outs whenever necessary to maintain
  emotional control
• Kolb, D. Everyday Negotiation Navigating the
  Hidden Agendas in Bargaining. San Francisco, CA
  A Wiley Imprint, 2003.

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Difficult People

• Exercise 4 Give one tactic for successfully
  interacting with each of the following
  personality traits

Bully _______________________________________ Ru
de _______________________________________ Know-
it-all __________________________________ Passiv
e ______________________________________
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Final NegotiationsClosing the Deal

• A win/win
• Relies on each side accepting responsibility for
  achieving their own interests
• Is a subjective perception
• Relies on honesty and respect
• A successful negotiator recognizes when to close
  the deal or walk away from negotiations
• Once an agreement has been reached, the
  negotiator should briefly summarize the
  discussion and conclude the meeting

Kramer, H. Game, Set, Match  Winning the
Negotiation Game, A Step-by-Step to Getting What
You Want From Any Negotiation. New York, NY ALM
Publishing, 2001.
29
Final Tips Traits of A Great Negotiator

• Empathy
• Respect
• Personal Integrity
• Fairness
• Patience

• Responsibility
• Flexibility
• Sense of Humor
• Self Discipline
• Stamina

Maddux, R. Successful Negotiation
Effective Win-Win Strategies and Tactics. Los
Altos, CA Crisp Publications, Inc. 1988.
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Final Tips Successful Techniques

• Avoid personal attacks
• Break up large ideas/issues into smaller parts
• Stress facts from simple to complex
• Use informality
• talk face-to-face
• use humor
• Illustrate ideas with real world examples

Kolb, D. Everyday Negotiation, Navigating the
Hidden Agendas in Bargaining. San Francisco, CA
A Wiley Imprint, 2003. 
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Final Tips Techniques to Avoid

• Starting negotiations before you are ready
• Negotiating with the wrong person
• Inflexibility early in negotiations
• Losing control, feeling powerless
• Losing sight of fixed goals and limits
• Being concerned about the other guy
• Failure to focus on the end result a successful
  outcome

Donaldson, M. Negotiations for
Dummies. New York, NY Hungry Minds, Inc., 1996.
32
Summary

• Successful negotiations rely on
• Preparation Setting specific goals and limits
• Communication skills
• Emotional control
• Closing the deal

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Application Workshop

• Select 4 individuals from the audience to act as
  a committee representing the technologists in the
  department
• Select 1 individual from the audience to act as
  the department administrator.
• Note the department administrator has no
  clinical experience and is only interested in the
  financial bottom line.

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Application Workshop

• Problem to be addressed
• Overtime has been determined as excessive in a
  fully staffed department and normal patient
  volume
• Managements solution begin rotating 2
  technologists to a later shift (10 am 7pm) - -
  current department hours 8 am 530 pm
• Extenuating Circumstances
• All technologists have either family or evening
  commitments (school, etc.) and cannot work the
  later shift.

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Application Workshop

• Goal
• Reduce overtime by a minimum of 80 within 60
  days
• Solution The committee will determine
  alternative solutions to the 10 am-7 pm shift and
  negotiate an acceptable resolution that meets
  managements mandate of a reduction in overtime
  by 80 while maintaining working hours acceptable
  to the technical staff.