The Art of Win-Win Negotiation

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Whittle Consulting Group
www.WhittleConsultingGroup.com
Paris Boehm, Associate 515.720.5325 paris_at_Whittle
ConsultingGroup.com
The Art of Win-Win Negotiation
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whos
who?
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?
Why am I here
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Todays objectives
Examine different models and approaches for
effective negotiation
Explore ways to utilize relationships to
achieve win-win results
Apply negotiation models approaches through
practice
NEGOTIATION
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At the end of the day To better know
understand yourself and others in order to
improve your your skills in negotiating a win-win
resolution
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What does today look like
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Concepts Strategies
Models Tools
Context Overview
Practice Application
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• Materials
• Slides
• Breaks
• Evaluation

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Successful negotiation
What does it look like?
Unsuccessful negotiation
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The process by which human beings or groups of
human beings exchange ideas with each other in
order to effect a change in their relationship.
Negotiation
Juliet Nierenberg Irene S. Ross
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Desired State
Current State
No
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Desired State
Desired State
Current State
No
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WIN
LOSE
Me
You
LOSE
WIN
LOSE
LOSE
WIN
WIN
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• Power?

• Authority?

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Positional Power
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When you think you are powerful, you are.
When others think you are powerful, you are.
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POWERFUL

• 8. Lead Make It Happen
• 7. Find Solutions
• 6. Own It
• 5. Acknowledge Reality
• 4. Wait Hope
• 3. I cant - Excuses
• 2. Blame Others
• 1. Unaware / Unconscious

powerless
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(No Transcript)
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ACTIVITYPutting the pieces together
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take a
BreaK
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Negotiation
its all about
relationships
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You must agree

• You can not control others
• You can control yourself
• You accept responsibility for your actions,
  reactions, decisions, and emotions
• You share responsibility for the success
• of your team

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• Understanding yourself
• Understanding others
• Connecting

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Effective relationships are all about

• STYLE

WORKING STYLES
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ACTIVITYLets Make a Deal
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Who are YOU?
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Who is HE/SHE?
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Lets do it RIGHT
Lets do it NOW
Lets do it in a CARING way
Lets do it TOGETHER
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Gifts

• Sets clear targets for themselves
• Is honest and direct with the team
• Presents ideas and facts with absolute certainty
• Provides a fast response to the teams needs
• Brings energy and momentum to the project

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Challenges

• May be in a hurry to present a solution without
  always listening thoroughly to the business
  needs
• May appear intimidating
• May sometimes move on to the next big
  opportunity before finalizing the details of the
  last one
• May be so single-minded that they fail to
  anticipate problems or explore alternative
  approaches

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Gifts

• Brings great energy and enthusiasm to the role
• Socializes well with the team and makes meetings
  positive and upbeat
• Takes a creative approach to solving problems
• Believes that anything is possible and talks in
  a compelling way about future possibilities
• Brings optimism to the team, inspiring others to
  embrace new ideas and concepts

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Challenges

• May make promises they cannot keep
• May lose track of time, show up late, or run
  over
• May forget the finer details by focusing too
  much on the big picture
• May lose interest in the project and fail to
  follow through completely

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Gifts

• Excels at maintaining long-term relationships
  with team members
• Listens well and takes time to establish needs
• Takes a collaborative, partnership approach to
  implementation
• Brings a voice of reason to the team, ensuring
  new ideas are really in the best interest of
  the business

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Challenges

• May be seen as hesitant and lack a sense of
  certainty in proposing solutions
• May avoid confrontation or delivering a
  difficult message by sometimes taking the path
  of least resistance
• May appear to lack passion and/or excitement
  about their area of responsibility
• May be seen as slow to respond

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Gifts

• Asks excellent fact-finding questions
• Allows the team time to reflect and consider
  options
• Demonstrates care by attention to detail
• Provides accurate and timely data to support the
  project
• Plays a questioning role within the team,
  ensuring decisions made will have a viable
  benefit to the business

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Challenges

• May appear cold, dispassionate and severe
• May present so much information that the team
  loses interest
• May ask too many questions and take too long to
  suggest a solution
• May show discomfort with an unstructured meeting
• May become irritated with team mates who appear
  disorganized and unplanned

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Its all about

• OTHERS!

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• Do unto others as you
• would be done unto.

THEY
X
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• be bright, brief and be gone
• be direct to the point
• focus on results
• try to take over
• hesitate or waffle
• focus on feelings

Do
Do not
Approaching and Communicating
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• be entertaining stimulating
• be friendly sociable
• be open flexible
• bore me with details
• ask me to work alone
• tie me down with routine

Do
Do not
Approaching and Communicating
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• be patient supportive
• give me time to answer
• work at my pace
• ask my opinion
• spring last minute surprises
• push me to make quick decisions
• take advantage of my good nature

Do
Do not
Approaching and Communicating
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• be well prepared thorough
• let me consider the details
• put things in writing
• get too close or hug me
• be flippant on important issues
• change my routine without notice

Do
Do not
Approaching and Communicating
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Fire
Aim
Aim
Fire
Ready
Ready
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Collaboration
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Compromise
Competition
Options for negotiation
Accommodation
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Accommodation

• Minimizes,
• suppresses
• differences
• Maintains surface harmony
• Can result in feelings of
• powerlessness, frustration

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Competition

• Focuses on defeating
• other side

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Compromise

• Each party
• gives up something
• Trade-offs
• Multiple options, solutions
• Use to build consensus

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Collaboration

• Experience,
• expertise, perceptions of both
• parties recognized valued
• Alternatives discussed openly
• Decisions made in broader
• context Whats best for
• team, department, company

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Lets do
LuncH
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5
Five critical concepts
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• What do you want
• from this interaction?
• What resistance might you
• encounter?
• How will you overcome this
• resistance?

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?
WHY would they RESIST
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Reasons for
I dont like you!
I dont get it!
I dont like it!
RESISTANCE
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• What are my needs?
• What are the needs of my
• stakeholder(s)?
• What do we have in common?
• Where are the greatest gaps?

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Stakeholder Questions
Individual Stakeholder
Level of agreement?
Low, Medium, High?
Your needs?
What do you want?
What do they want? How can they block? What can
you offer?
Their needs?
Who do they influence? Who influences them?
Influence?
6
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Self-Actualization
What is worth doing?
Aesthetics
What is worth appreciating?
Know Understand
What is worth knowing?
Esteem
What is worth becoming?
Love Belonging
What is worth loving?
Safety Security
What is worth risking?
Physiological
What is worth nurturing?
Maslows Hierarchy of needs
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• What issues are most important
• to you?
• What issues are most important
• to the other party?
• What are the levels of potential
• outcomes (BATNA)?
• What is Your BATNA?
• What might be His/Her BATNA?

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Diplomacy is the art of letting someone else
have your way.
Daniele Vare, Italian diplomat
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Best
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Alternative
To a
Negotiated
Agreement
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BATNA
Content With
Live With
Aspire To
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• Examine all your arguments
• you intend to use
• Which of these are
• assumptions?
• Which of these are facts?
• Anticipate their arguments
• Look for points of agreement

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Assumptions vs. Facts
A

• Big cars are definitely safer.
• He has failed to meet the last three deadlines.
• She leaves us with no doubt that shes not a team
  player?
• The answer is obvious.
• Given the available resources, the project
  timeline cannot be met.

F
A
A
F
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Write your own statements
assumptions
facts
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• What elements of TIMING
• can you control?
• What is the best CHANNEL
• (or combination)?

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Disinterested Disorganized Suspicious Tense Hostil
e Overfriendly
Common Climates
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Use your personal power

• What/who can you control?
• What/who can you influence?
• What is out of your control?

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• Speak when you are angry
• and you will make
• the best speech
• you will
• ever regret.
• Ambrose Bierce

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Setting Level of formality Preparation Process
time Decision commitment
Timing
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Oral In person Oral Distance Electronic Print Gr
apevine
Channels
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PRACTICE
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I hear and I forget. I see and I remember. I do
and I understand. Chinese Proverb
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DURING
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BEFORE
AFTER
3 phases of negotiation
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BEFORE
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WHAT do they expect of me?
manage expectations
WHAT do I expect of them?
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DURING
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REINFORCEMENT Acknowledge the right behaviors
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AFTER
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DOES WHAT?
FOLLOW UP
BY WHEN?
WHO?
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take a
BreaK
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Scenario 1
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Scenario 2
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Scenario 3
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Questions
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E
valuation
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Stop
Continue
Start
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Always remember
e. e. cummings
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Whittle Consulting Group
www.WhittleConsultingGroup.com
Paris Boehm, Associate 515.720.5325 paris_at_Whittle
ConsultingGroup.com
The Art of Win-Win Negotiation
88
(No Transcript)
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