1 / 22

Getting to Yes Negotiating Agreement Without Giving In (Chapters 5-7)

Getting to Yes Negotiating Agreement Without Giving In (Chapters 5-7). Group #5 Colleen Doyle Shayna Pearson Jonathan Sell Jerry Smith. Four points for principled negotiations. People : separate the people from the problem Interests : focus on interests, not positions

brit
Télécharger la présentation

Getting to Yes Negotiating Agreement Without Giving In (Chapters 5-7)

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Getting to YesNegotiating Agreement Without Giving In(Chapters 5-7) Group #5 Colleen Doyle Shayna Pearson Jonathan Sell Jerry Smith

  2. Four points for principled negotiations • People: separate the people from the problem • Interests: focus on interests, not positions • Options: generate a variety of possibilities before deciding what to do • Criteria: insists that the results be based on some objective standard

  3. Agenda • Insist on using objective criteria. • What if they are more powerful? • What if they won’t play? • Recommendations

  4. Using Objective Criteria

  5. Using the Basis of Will • Positional bargaining • Focuses on what parties are willing or unwilling to accept • Very costly • Inefficient and time consuming • Can create animosity between parties • Results in a winner and a loser • Example: ego becomes identified with position so it must be defended

  6. Using Objective Criteria • All parties need to be on the same page • Principled negotiation • Use standard terms, precedence • More efficient – less time wasted • Parties can defer to a fair solution without giving in • Example: contracting to have a house built and using agreed-to safety standards

  7. Developing Objective Criteria • Prepare in advance • Develop alternative standards beforehand • Think through their application to your case • Fair standards • Independent of each side’s will • ideally also legitimate and practical • Apply to both sides • test of reciprocal application

  8. Developing Objective Criteria • Fair Procedures • “One cuts and the other chooses” • Cake dividing example • Parties negotiate fair agreement before determining their role • Divorce negotiation: before custody decided, both parties decide visitation rights of other parent • Other • Taking turns • Dividing heirlooms • Letting someone else decide • Mediation, arbitration (last best offer arbitration)

  9. Objective Criteria in Negotiation • Frame each issue as a mutual search for objective criteria. • “You want a high price, I want a low price. Lets figure out what a fair price would be.” • Be reasonable and open to reason concerning use and application of standards. • Don’t be biased towards the standards that you advance, others can have legitimate obj. criteria. • Never bend to pressure, only to principle. • Bribes, threats, manipulative appeals to trust, or simple refusal to budge.

  10. What If They Are More Powerful?Develop Your BATNA – Best Alternative To a Negotiated Agreement

  11. Protecting Yourself • The cost of using a bottom line • Bottom line = Resistance point (ex: the maximum price you are willing to pay); it is a position that is not to be changed • Bottom line makes it easier to resist pressure • Limits ability to benefit from what you learn during negotiation • Inhibits imagination and reduces incentive to invent a tailor-made solution • Almost certain to be too rigid • Likely to be set too high or too low • Adopting a bottom line may protect you from accepting a very bad agreement but it may keep both parties from inventing and agreeing to a solution that would be wise to accept.

  12. Protecting Yourself • Know your BATNA • Standard against which any proposed agreement should be measured • Flexible enough to permit the exploration of imaginative solutions • The insecurity of an unknown BATNA • Makes you overly pessimistic about what would happen if the negotiation broke off • Having at least a tentative answer to what you would do if no agreement is reached is essential to conducting negotiations wisely. • Formulate a trip wire • Identify one far from perfect agreement that is better than your BATNA • Can limit authority of an agent • Should provide some margin in reserve • Always keep your BATNA in mind • Be careful about disclosing your BATNA

  13. Making the Most of Your Assets • The better BATNA, the more powerful you are • Relative negotiating power of 2 parties depends on how attractive the option of not reaching an agreement is to each party • Develop your BATNA • Invent a list of actions to take if no agreement is reached • Improve some more promising ideas and convert to practical alternatives • Tentatively select the alternative that seems best • The better the BATNA, the greater the ability to improve terms of any negotiated agreement • Consider the other side’s BATNA • The more you can learn about their alternatives the better prepared you are for negotiation • Consider what you can do to change their BATNA • If attractive BATNA for both sides, best option may be to not reach an agreement

  14. When the Other Side is Stronger • Don’t turn a negotiation into a gun fight • Negotiate on merits • Having a good BATNA can help to negotiate on merits • The more easily and happily you can walk away from a negotiation, the greater your capacity to affect its outcome • Developing your BATNA is perhaps the most effective course of action you can take in dealing with a seemingly more powerful negotiator

  15. What if they won’t play?Use negotiation jujitsu.

  16. Getting Them to Play • What if they won’t negotiate? • Other party might focus on “bargaining” and not negotiating • Three basic approaches • First, focus on what you can do • Principled negotiation, concentrate on the issues • Then, focus on what they may do • Redirect attacks and use Negotiation Jujitsu • Third, focus on what a third-party can do • Third party focuses on interests, options, and criteria for both parties involved. • Example

  17. Jujitsu • What if they still won’t negotiate?

  18. Negotiation Jujitsu • Resort to Negotiation Jujitsu • Four methods to using Negotiation Jujitsu • Typical attack might include: • Asserting their own position • Attacking your ideas • Attacking you

  19. Negotiation Jujitsu • Don’t attack their position, look behind it • Neither reject nor accept their position • Example • Don’t defend your ideas, invite criticism and advice • Ask for their opinions and make them feel as though you care • Example

  20. Negotiation Jujitsu • Recast an attack on you as an attack on the problem • Accept criticism and ask for more feedback • Ask questions and pause • Questions and silences can be used to draw the other party out • Refocus the “bargaining” on problem solving, and try to bring the other party into this approach.

  21. Money Phrases • 3 important money phrases • Trust is a separate issue • Let me get back to you… • One fair solution might be…

  22. Recommendations • Insist on using objective criteria. • Develop your BATNA. • Use negotiation techniques such as jujitsu.

More Related