Dr. Rick Goodman discusses principles for improving negotiation abilities through enhanced communication skills. For more assistance on building negotiation skills visit www.rickgoodman.com or www.advantagecontinuingeducationseminars.com

1. By Dr. Rick Goodman

2. The Process of Win- Win
Negotiations
• Good Agreements
• Poor Agreements
• No Agreements

3. Getting The Other Parties Attention
• We need their attention to negotiate
• Applies to family, friends, boss, buyers and
vendors
• Unsophisticated negotiators will negotiate without
TOP’s attention

4. Keeping the Other Parties Attention
• Do I have an investment (stake) in the substantive issue?
• Is my relationship with this person important to me?
• Is the transaction worth my time energy and money?
• Is the perceived alternative less attractive than negotiating
with you now?

5. What can you negotiate about and
who can you negotiate with?

6. The Two Elements in Any
Negotiation
• The substantive issue to be discussed
• The relationship you have with the other party

7. Negotiation Strategies Soft, Hard
and Problem-Solving
• Soft Negotiation
• Hard negotiation

8. The Problem-Solving Model of
Negotiation
• Separate the people from the problem
• Focus on interests not positions
• Invent options for mutual gain
• Insist on using objective criteria

9. Issues the Agenda Items of All
Negotiations
• Avoid Single Issue Negotiations
• Avoid Sequence Negotiations

10. A soft negotiation strategy, where you
lose on the issue is your best bet when
• The major issue is not important enough to you to
justify the risk or cost of winning
• Maintaining a relationship with the other party is
important to you
• The cost of winning would outweigh the value of
winning
• Time is of the essence
• There is no better alternative

11. Soft negotiation saves time and
salvages relationships
• Can have personal negative consequences for
negotiator
• How will you feel in six months, if you give in or
lose on an issue now

12. Hard Negotiation Strategy
• The issue is so important that winning outweighs
all other considerations
• You do not value the relationship at all
• It’s worth the time and expense
• You do not have a better alternative

13. Walk-Away situations
• The issue is not important or is not worth the time
or money
• You have low or no investment in maintaining a
relationship with the other party

14. Walk Away Alternatives
• The real power in negotiation lies with the party
who has the best WAWAs.
• It is perceptions that shape behavior, not reality

15. Summary of Walk Away Alternatives
• Preplanned your WAWAs
• Visualize yourself carrying out the WAWAs
• Guess the other parties WAWAs
• Visualize the party carrying out those WAWAs
• Continually seek to improve your WAWAs

16. Summary of Walk Away Alternatives
Cont.
• Do not share your WAWAs with the other side unless
the negotiation looks like it is failing
• Understand that the party with the best WAWAs has
the most power in the negotiation

17. Stage 1: Setting the Tone for the
Negotiation
• Building Relationship
• Ritual Observance
• Warming Up

18. Stage 2:Exploring Each Party’s
Needs
• Uncover Their Needs
• Ask Lots of Open-Ended Questions
• Share Our Own Needs and Interests

19. Stage 3: Developing Creative
Solutions

20. Stage 4: Reaching agreement

21. Stage 5: Reviewing and Recapping
the Agreement

22. After the Negotiation
• Follow-Up during the Implementation of the
Agreement

23. Preparation goes on before, during
and after the negotiation. Effective
preparation requires an analysis of
a number of different items before
you start your negotiations.

24. Five Elements of Successful
Negotiation Planning Worksheets

25. Items to be addressed
• Interests or Needs
• WAWAs
• Issues
• Possible Solutions
• Strategies

26. Analyzing Interests/Needs

27. Analyzing WAWAs

28. Identifying Issues

29. Forming Strategies

30. Planning Possible Solutions

31. Separate the People from the
Problem
• Negotiators are people first
• Separate yourself from the attack!
• Be aware our perceptual differences
• Acknowledge TOP’s ( and, if appropriate, your),
emotion and use neutral language
• Use active listening and paraphrasing to form the
baseline of understanding and communication

32. Focus on Interests Not Positions
• Do not assume the other side knows what their needs
are.
• Do not assume that you know what your needs are in a
given situation. This requires some critical self-
analysis.
• If you don’t A.S.K. you won’t G.E.T.

33. Invent Options for Mutual Gain
• Expand the “pie”. Maybe a compromise is not
necessary
• Operate out of abundance. There is enough in the
universe for everyone
• Identify common interests before focusing on the
differences
• Separate inventing from deciding. Invent first.
Decide later.

34. Invent Options for Mutual Gain Cont.
• Delve into the area of possibility thinking
• Make their decision easy help TOP find solutions to
their problems as well as yours
• Creativity is essential in this phase
• Have fun!

35. Insist on Using Objective Criteria
• Objective criteria can be used to resolve
differences and to come to solutions that are fair to
both parties
• Appeal to generally accepted objective criteria
• Come to an agreement on how the criteria will be
used in your situation

36. “People do business with
people who they like who are
like them”
Dr. Rick Goodman

37. Active Listening Skills
• Capturing the Essence of the Communication
• The Gap

38. Paraphrasing Content
• Paraphrasing is capturing the essence of the
content of what the speaker said and feeding it
back to the speaker in your own words
• “So what you’re saying is.”
• “Tell me what I said, so are on the same page.”

39. Reflecting Emotions
• Modeling/Mirroring Behavior
• I Understand
• The Three F’s

40. Nonverbal Body Language “How to
Build Rapport”
1. Faceda speakersquarely
2. Leanedforward slightly
3. Maintaineye contact( as culturallyappropriate)
4. Relaxyour Jaw-smileif appropriate
5. Nod your headto encourageTOPto keep speaking
6. Keepyour handsand feetstill

41. How to build rapport
7. Allow silence and pauses
8. Do not interrupt and unless you are no longer
able to follow their train of thought or until they
come to a natural pause-then wait before you
paraphrase
9. Control other interruptions ( telephone people
coming in)
10. Remember, “the gap.” Between speaking and
listening and maintain your focus on the speaker

42. Understanding Different People
Styles
• Understanding Your Communications Style
• Recognizing a different communications style and
TOP
• Adapting your behavior to accommodate TOP

43. Communication Skills for
Negotiators Speaking Compellingly

44. Managing Your Voice in Negotiation
1. Speed
2. Pitch
3. Volume
4. Intonation

45. Questioning Skills
• Asking Open-Ended Questions
• Asking close ended And Finite Questions
• Responding to Questions

46. Assertiveness: Staying Firm When
You Need to
• This does not mean standing firm on YOUR
decision
• Suggesting that you brainstorm solutions
together often helps
• Don’t give up, even if the impasse seems
hopeless
• Sometimes you have to negotiate on how
you’re going to negotiate

47. The Five Categories That Have Been
Shown to Break Deadlock
1. Identify interests.
2. Walk-Away Alternatives
3. Issues to Be Discussed and Included in Final
Agreement
4. Possible Solutions
5. Strategies

48. Follow-Up the Forgotten Element in
Negotiations

49. Your Strategy Depends on How the
Negotiation Goes
• If you reach agreement
• If the negotiation does not work out

50. Dr. Rick Goodman
Website: www.rickgoodman.com
P 888-267-6098
F (954) 404-6502
Email: rick@rickgoodman.com