Basic Negotiation
By Heriberto Jr Castillo

Index
Introduction........................................................................................................................................3
Analyzing the profile of the counterpart (culture) ...............................................................................4
Emotional intelligence ..........................................................................................................................4
What is your greatest strength?.......................................................................................................4
What is your biggest weakness?.....................................................................................................5
Understanding the counterparts stance..............................................................................................5
Active listening........................................................................................................................................6
Strategic Breaks and pauses...............................................................................................................6
Effective pauses................................................................................................................................6
References ..............................................................................................................................................7

Introduction
In this manual you will find the basic negotiating skills for a negotiation with
aggressive counterparts. It is directed for people with little or no knowledge in
negotiation. In this basic course you can find a quick guide that can prepare you to
negotiate with aggressive counter parts or parts with anchor position. In this quick one
week intensive course you will find a strategic guide that will help you during the
negotiation.
En este manual encontraras lo básico para crear una negociación efectiva contra
alguna contraparte agresiva. Este manual va dirigido para gente con poco o ningún
conocimiento de negociación. En este curso básico encontraras un manual rápido que
te prepararan para negociar con las contrapartes agresivas y posicionales. Este manual
estratégico tiene la duración de una semana.

Analyzing the profile of the counterpart (culture)
In this first part of the manual we will look at the cross cultural communication in
business negotiations. Cross cultural communication is very important because Cross-
cultural communication is a field of study that looks at how people from
differing cultural backgrounds communicate, in similar and different ways among
themselves, and how they endeavor to communicate across cultures. Intercultural
communication is a related field of study.
Cross-cultural communication has become strategically important to companies due to
the growth of global business, technology, and the Internet. This type
of communication involves an understanding of how people from
different cultures speak, communicate, and perceive the world around them. When we
are about to have a negotiation with counterparts from a different background then ours.
It is very important to understand the counterparts communicate verbally and not
verbally. It is very important to look at the facial expressions, gesture emotions etc.
That’s why in this first part of the manual we will look deeply into cross cultural
communication. We will not try to stereotype into the counterparts background. Because
stereotyping leads to culture sensitivity and it backfires. In the first 3 days we will focus
on understanding culture barriers, types of negotiators.
We will also include BATNA( Best alternative to a negotiated agreement) it is always
good to have an alternative. We will also look at ZOPA ( Zone of possible agreement) to
understand it what ranges we will work in and not go out of the picture. We will take
turns role playing, being a negotiators from different parts of the world. We will look at
different possible stances the counterparts will take.
Emotional intelligence
In this second part of the manual we will work on emotional intelligence. First of all we
have to get to know each other. We will work with all the participants because Before
we can think about others, we sometimes need to first think about our own behaviors.
First we will get to know each other with this exercise
What is your greatest strength?
This is what you should emphasize!

• Think of several ways in which you can emphasize your strength.
For example, my strength is empathy
a) I can emphasize that by listening more effectively.
What is your biggest weakness?
This is what you should work to improve!
• Think of a few ways that you can improve upon your weaknesses.
For example, my biggest weakness is I interrupt, and I am too sensitive.
a) I can work to improve that by focusing on what the speaker is saying, not having to
always respond, and having confidence that I am a good person even if someone finds
fault.
b) Work to improve rather than feel defeated
We will look at this main points
• Conflict Resolution and Negotiation
• Active Listening Techniques
• Are you Making Yourself Clear?
• Nonverbal Communication
Part of being emotionally intelligent is being able to read people and situations while
knowing how we are feeling and coming across. If a person or situation is a lost cause,
it’s okay to let it go. Do not waste your valuable time and energy any more than is
necessary.
Understanding the counterparts stance
A good rule is to ask and to speak less rather than more. If the other person is open to
sharing more, then he or she will.
Sometimes the problem is not difficult people, but it is people trying too hard to please
everyone. If you are one of these people, you know that this is a losing battle in which
no one is happy. This most likely comes from a lack of confidence and self-esteem, but
it could also come from not knowing how to deal with difficult people.

You might be thinking that you are perfectly clear but you might not be. Give yourself
time to organize your thoughts and make sure that your main points are clear. Pay
attention to your listeners and ask yourself this question.
Do they seem to understand? Are they engaged and seeming interested in what what
you are saying? Make brief pauses and ask listeners to say how they are interpreting
what you are saying. Most important make sure you listened to others’ preceding
comments. Wait for correct entrance to express what you have to say
Active listening
Le the other speak know that you are with well timed short replies. For example I see, or
yes, or tell me more, or even by nodding. Paraphrase speaker’s messages to make
sure you are understanding, and to show an effort to understand. Identify the emotion
the speaker is feeling. For example, if the speaker is very angry and ranting, the listener
can say, ‘it sounds like you are really hurt’, or ‘that makes you really angry, huh?’ This
serves to validate the speaker’s feelings. Instead of asking ‘Why?’ which may put the
person on the defensive, ask open-ended questions. tell me about that’…or ‘could you
help me understand better.
Your active listlening will help you understand better your possible ZOPA, ZOPA stands
for Zone of Possible Agreement. This will help you understand the range within you are
negotiating.
Strategic Breaks and pauses
Effective pauses
Sometimes not saying anything at all is more effective than even the perfect response.
By leaving gaps in the conversation, it allows the speaker to share more. Also,
sometimes the speaker is trying to elicit a response, and not giving one, takes some
wind out of his or her sails.
Stay focused on what you can do better rather than change someone else’s behaviors.
In the end, each person is responsible for his or her own behavior: not others’ behavior.

Stop trying to please everyone. The person who is always trying to help everyone is the
first one to get knocked down. In other words, people do not appreciate someone trying
to help them, and they often will take out their frustration on the very person who is
trying.
Step away from the situation if possible, focus on your breath for a few minutes, and
concentrate only on that. If thoughts or feelings come up during this exercise, that’s fine,
but quickly refocus on your breathing. This will help you calm down and gain
perspective. If you need to vent, find a friend, family member, or trusted colleague who
you can trust to listen and maybe offer helpful suggestions.
Once you are calm, think about the stressful situation in a different way. – How can you
change it. Always try to think of other possible solutions. Always think of BATNA best
Best Alternative To Negotiated Agreement. Your BATNA is very important because it
defines what deals are worth considering and what deals aren't. Any offer that isn't
better for you than your BATNA is worse than "no deal" and should be refused.
References
https://snlapps.depaul.edu/writing/Emotional%20Intelligence%20Training%20Manual.pdf
https://www.inc.com/david-finkel/which-of-these-5-negotiation-rules-are-you-breaking-every-day-hint-
its-costing-your-thousands-of-dollars.html
https://www.investopedia.com/terms/z/zoneofpossibleagreement.asp