DESIRED RESULT

1. DESIRED RESULT ÇAĞLA AKGÜL GÜLŞAH KASIRKA PERVİN KAPLAN NİHAL GÜNDOĞ EZRA KILINÇ

2. Cagla AKGUL

3. Desired Results are the GOALS in negotiation process!!

4. STRATEGIES AND TACTICS • Strategies are the ways, • Tactics are the steps that we take while going in this way.

5. Types of Tactics • Fair, • Unfair, • Integrated Tactics.

6. Success In Negotiation Depends On… • How to take what you want (STRATEGY & TACTIC) and • Preserve relationships.

7. Context Content Conduct Complete For Effective Tactics Analyze…

8. CONTEXT What are Threats and Opportunities • For you? • For the opponent? What are ‘HOT BOTTONS’ of both sides?

9. CONTENT • What is the RESULT you want? The more clearly these are defined,the more likely yours will be obtained -the higher expectations, the better the outcome for you

10. -Remember the emphatic side -Appreciate a THANK YOU!! COMPLETE

11. CONDUCT • Clearify what is important for them? • Be open,invite criticisim! • Reframe personal attack to attack on the problem! • Ask Questions!Be silent!

12. Gulsah KASIRKA

13. "Be unconditionally constructive. Approach a negotiation with this-- ‘I accept you as an equal negotiating partner; I respect your right to differ; I will be receptive.' Some criticize my approach as being too soft. But negotiating by these principles is a sign of strength.“R. Fisher

14. The Win/Win Approach is about changing the conflict from adversarial attack and defence, to co-operation. It is a powerful shift of attitude that alters the whole course of communication.“I want what is fair for all of us”

15. "Do it my way!“ "No, that's no good! The win/win approach says: I want to win and I want you to win too opposing needs…

16. A win/win approach rests on strategies involving: • going back to underlying needs • recognition of individual differences • openness to adapting one’s position in the light of shared information and attitudes • attacking the problem, not the people.

17. Pareto Efficiency • A goal of negotiations is to be as "Pareto Efficient" as possible. • No way for both parties being better off. • Prevents leaving the money on the table. Stated differently, an agreement is "Pareto Efficient" if one party cannot do better without some other party doing worse.

18. A Tip On Successful Business Relationships… • Steve Huhn, former Vice President and Chief Negotiator of IBM’s Global Services, and one of the key executives responsible for it’s $35 billion success utilizes the following three principles to ensure long term, successful relationships: • The deal has to be profitable for both companies. • The contract has to be implementable. That is, that parties have to be able to perform to the terms of the contract. • Customer satisfaction is paramount. Mr. Huhn is currently Vice President of Marketing and Business Development for Hewlett Packard Corporation.

19. Integrative Bargaining • (also called "interest-based bargaining," "win-win bargaining") • “win win" solution to dispute. • focuses on developing mutually beneficial agreements based on the interests. (underlying reasons) "Integrative refers to the potential for the parties' interests to be combined in ways that create joint value or enlarge the pie."

20. two little girls over an orange… Both girls take the position that they want the whole orange. Their mother serves as the moderator of the dispute and based on their positions, cuts the orange in half and gives each girl one half. This outcome represents a compromise. However, if the mother had asked each of the girls why she wanted the orange -- what her interests were -- there could have been a different, win-win outcome. This is because one girl wanted to eat the meat of the orange, but the other just wanted the peel to use in baking somecookies. If their mother had known their interests, they could have both gotten all of what they wanted, rather than just half...

21. The most important trip you may take in life is meeting people half way. Henry Boyle

22. Pervin KAPLAN

23. The Win/Lose or Distributive Approach In these negotiations each of the parties seeks maximum gains and therefore usually seeks to impose maximum losses on the other side.

24. Win - Lose • It is a competitive negotiation approach which is used to decide how to share a “fixed” type of resource. It is assumed that parties can not enhance the ‘pie’. Therefore as one side gains more, the other side loses more.

25. “We cannot negotiate with those who say “what is mine is mine and what is yours is negotiable” John Fitzgerald Kennedy

26. The Two Most Important Kinds of Bargaining: Distributive (win-lose) vs. Integrative (win-win)

27. Why Is “Win – Lose” Important? • Sometimes we face situations where it is impossible to increase the resources. • Since the increased pie should eventually be distributed, it takes place during win – win negotiation process as well. So we can say that they are in mutual effect.

28. Win – Lose Approach Example • A dialogue that takes place in a firm…

29. Nihal GUNDOG

30. The Pros and Cons of Distributive Bargaining • Some conflict resolution theorists believe that distributive bargaining is unnecessary • It tends to lead to destructive actions • Focus too much on their differences

31. However, in cases where the "negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important," distributive bargaining tactics may be very useful.

32. Process and Strategy in Distributive Negotiations • The process of distributive negotiation involves the interplay of one's walk away value • The trick is to get an idea of your opponent's walk away value and then try to negotiate an outcome that is closer to your own goals than theirs • INFORMATION is the key to gaining a strategic advantage in a distributive negotiation. • To a large extent, your bargaining power depends on how clear you are about your goals, alternatives, and walk away values and how much you know about your opponents.

33. How can I change what seems like a "win-lose" situation to a "win-win"? • Conflicts, Anger, Frustration! • Resentment, Mistrust, Hostility! • Communication channels close down! • Conflict becomes personalized! • Lies, threats, distortions, and other attempts to force the other party to comply with demands…

34. Techniques you might use to shift the situation to a win-win • Reduce tension through humor • Listen actively • Make a small concession as a signal of good faith • Increase the accuracy of communication • Listen hard in the middle of conflict • Mirror the other's views • Control issues • Slice the large issue into smaller pieces • Depersonalize the conflict

35. Continuing.. • Establish commonalities • Look for greater common goals (we are in this together!) • Find a common enemy • Focus less on your position • Make a "yesable" proposal • Reformulate; repackage; sweeten the offer • Find a legitimate or objective criteria to evaluate the solution

36. Examples of dirty tactics !!!They try to intimidate you.. *If they try to control tha agenda, timing, .. laugh it off with a remark such as “You’re joking” or “no way, Joe” *If they quote their own experts’ reports at you, pass them on to your experts making no comment of your own *If they try to bully you, use the stuck record technique.

37. !!!They keep making generalizations.. *List specific areas for discussions *When you here a generalization ask a question that requires a specific answer *Break down geberalizations into specific issues *Deal with each issue in its turn

38. !!!They come with last minute demands.. *Show surprise but never show irritation or anger *Demand extra time to think about the new issue *Appera to treat it very seriously even if ist is in fact paltry *Show how it will force a change in your side of the bargain *If it really doesn’t bother you, use it as a trade for something that does

39. !!!They make empty promises.. *If non of the promises appear in writing, don’t believe them *Assess whether they are important to you or not *If they are important, make them a part of the deal *If they are not, verbally and in letters, remind them on a regular basis

40. Ezra KILINC

41. BİG POT Coming in with initial high demands willn help you get thge most out of any deal!

42. Big Pot START OUT WITH ANIDEAL AND END UP WITH A DEAL !! Karl Albrecht

43. Sperber’s 5 reasons.. • High initial dermands take more time to settle • They indicate you expect at the very least to be trated fairly • They show your persistence to pursue your goals • They lowre TOS’s expectations • They give you more room for real

44. In addition.. • Don’t be loose-lipped about you objectives! • Don’t make concessions too easily! (especially on important matters)

45. Fisher and Ury debunked the popular concept of the ‘bottom line’ and replaced it with sth. they called ‘Best alternative to a negotiated aggreement’

46. Schatzki suggest using 2 guidelines for your settlement range; *LAR(LEAST ACCEPTABLE RESULT) *MSP(MAXIMIM SUPPORTABLE POSITION)

47. Countermeasures.. • Emphasize how your mutual interests may be jeopardized by an impasse • Take brief recesses, which may well refresh your minds and bring in new alternatives

48. Big Pot tactic gives room to concede and negotiate to the parties. • It prevents the parties from getting nothing at all even when the other tactics are not used.

49. BATNA

50. BATNA BATNA is a term coined by Roger Fisher and William Ury in their 1981 bestseller, Getting to Yes: Negotiating Without Giving In. BATNA is the acronym for Best Alternative To a Negotiated Agreement