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Rule #1: Establish Credibility Introduction by others Biographical sketch Take notes

Rules for Using Power Negotiation & Conflict Management PowerPoint 7 John D. Blair, PhD Georgie G. & William B. Snyder Professor in Management. Rule #1: Establish Credibility Introduction by others Biographical sketch Take notes Be a good listener

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Rule #1: Establish Credibility Introduction by others Biographical sketch Take notes

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  1. Rules for Using PowerNegotiation & Conflict Management PowerPoint 7John D. Blair, PhDGeorgie G. & William B. Snyder Professor in Management • Rule #1: Establish Credibility • Introduction by others • Biographical sketch • Take notes • Be a good listener • Demonstrate recall & understanding of information • Suggest an agenda

  2. Rule #2: Do Your Research • Smart talk – sounding confident, articulate or eloquent • Stay abreast of content areas and read a broad range of materials • Knowledge leads to confidence • Present information constructively and with intent to help

  3. Rule #3: Don’t Have All the Answers • Don’t flaunt your expertise • Help the other side remain confident (face issues) • Utilize esteem-reviving comments • Useful when other side takes offense or negatively reacts to statements • “If you don’t mind, let’s back up here to see if I’ve misstated my intentions.” • “If I seemed to be abrasive a few moments ago…” • “I may have spoken too quickly”

  4. Rule #4: Don’t Sweat the Small Stuff • Don’t push too hard for minor gains • Quibbling over small stuff creates bad will • Bundle small items with others into one package • Example – Negotiating relocation expenses as part of a salary negotiation

  5. Rule #5: Create Dependence • Create reliance • Identify what you have the other side might want • Relationship between power & dependence • Power A, B = Dependence B, A • Power of person A over B is equal to the dependence of person B on A

  6. Rule #6: Power of Who You Know It’s not what you know but who you know • Identify how your negotiation counterpart might perceive your references or connections • Utilize when they are highly regarded and perceived as credible sources • Make a subtle reference

  7. Rule #7: Don’t Appear Overbearing • Show humility not arrogance • Enhance the “face” of your counterpart • “Now I see where you’re going with that idea…It’s a good one” • “I hadn’t thought of it that way” • “You’re a step ahead of me on this one” • “That’s more in your area of expertise than mine, so I’d like to hear more”

  8. Rule #8: Use Time Strategically • Pace proposals so it fits the circumstances and the other side’s expectations • Mirror your counterpart’s style to pace appropriately • Be flexible

  9. Rule #9: Carefully Choose Context • The environment of negotiation can be a powerful inhibitor or facilitator of negotiation success • Food, room, lighting, temperature, seating, etc. • Create the ambience or atmosphere that is most conducive for each particular negotiation instance

  10. Rule #10: Threat is a Last Resort • Negotiators who use cooperative strategies have higher joint gains than those who don’t • Those using more competitive strategies as demands or threats fail to achieve optimum outcomes • Veiled threat – subtle and deniable • Use statements • Questions • Hypothetical scenario • Utilize to redirect discussion or prompt reconsideration of an undesirable action plan

  11. Rule #11: Don’t Play Same Hand Twice • Develop extensive command of negotiation strategies or a repertoire of strategies and tactics • Don’t utilize the same tactic/strategy more than once – might be perceived as predictable and less skilled

  12. Rule #12: Remain Flexible • Constantly reevaluate the effectiveness of your choices • Be prepared for anything • Utilize creative thinking and experimentation

  13. Rule #13: Understand Political Landscape • Types of Political Environments • Minimally Politicized Arena – power possessed by those who are truthful and demonstrate regard for their own outcomes and those of others • Moderately Politicized Area – greater acceptance of behind-the-scenes tactics so long as the goals of the group are achieved • Highly Politicized Arena – conflict is frequent and often pervasive – who you know more important that what you know • Pathologically Politicized Arena – characterized by frequent, often long-lasting conflict; high levels of distrust

  14. Rule #14: Don’t Negotiate Alone • Have support of others – either present or whom you can mention during the negotiation process • “Friends in high places” are an important part of evidentiary support

  15. Rule #15: Don’t Become Flustered • Keep your cool • Attempt to redirect using framing • “That’s an interesting twist on things” • “You’ve obviously done your homework, but let’s also consider…” • Preparation is key

  16. Rule #16: Find the Soft Spot • Encourage others to open up • Gain disclosure of something private or personal about your counterpart • Expression of trust • Identify true motivations and sources of objections • Be patient and use probing questions • Attempt to satisfy some need

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