1. COM ARRIBAR A ACORDS La negociació pas a pas ( versió curta de mostra) (there is an english version) (hay una versión en español) Nuria Bagés Rillo Maig 2001 [email_address]
2. Nuria Bagés Rillo Maig 2001 [email_address] HOW TO REACH AGREEMENTS Negotiation step by step ( versió curta de mostra) (there is an english version) (hay una versión en español)
3. Nuria Bagés Rillo Maig 2001 [email_address] COMO LLEGAR A ACUERDOS La negociación paso a paso ( versió curta de mostra) (there is an english version) (hay una versión en español)
6. Definim negociació? Un process de discusió amb l’objectiu de arribar a accords o d’establir consens entre dos o més parts? Negociar es buscar acords mutus a través del diàleg ?
9. A utomàtica M anual Ens centrem en POSICIONS Ens tirèm de cap en la negociació Quan les nostres propostes són rebutjades, les justificquem i les defensem. Quan ens fan una proposta que és inaceptable,la rebutjem Ens centrem en els INTERESSOS Ajornem la negociació fins que no estem llestos/as. Recollim informació primer Preguntem perquè la nostra proposta no funciona. Recullim informació. En lloc de rebutjar, preguntem per què és important. Recopilem informació
19. Guanyar o Perdre? Benefici mutu Submissió ressentiment Guerra, adversaris Autoritarisme ressentiment JO GUANYO JO PERDO TU GUANYES TU PERDS
20. Jo sempre dic que els homes raonables poden trobar una manera de resoldre les seves diferències Aixi que per què no us dono el vostre sac de llaminaduras d’una vegada i continuu el meu cami?
35. 6 Emocions per negociar amb Energía,Serenitat I Confiança
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37. Podem fer canviar a les persones conflictives perquè, de sobte, siguin agradables i receptives? Potser si, Potser no. El que si podem fer per començar és canviar la forma de reaccionar enfront d'elles. I saber apreciar els resultats...
38. La metàfora de l'ham Per al control de la reactivitat davant d'impaciència ... (Powell, 1996)
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40. Què succeeix a l'inici de tot conflicte? 1. Una part del conflicte li tira la culpa a l’altre. S’oposa 2. Cada part pensa que les seves conductes són les correctes i les adequades i que el altre part “té un problema” o “està equivocada” El problema és que no hi ha forma de canviar a l’altre part El primer pas per a resoldre el conflicte es donar-nos compte que només podem canviar les NOSTRES actituts i conductes El segon és intentar conèixer les NECESITATS DE L’ALTRE
Negociem constantment, a cas, amb els amics, amb el public… sobre mi.ler de coses…exemples En aquest cas per convergir en la formulació d'estratègies comunes i aprofitar l'energia ciutadana per integrar-la en les polítiques culturals municipals
La negociaciño es la forma més efectiva de resoldre conflictes Molt freqëntment surtim a guanyar, imposar el nostre criteri o el que ens en imposat a nosaltres. L’objectiu però hauria de ser arribar a un consens on les dues parts surtin guanyan alguna cosa...
Anem en automàtic a defensar el que creiem just? Convenient?,,,,
Exempla: no pago mes de 20€ l’hora… no cobro menys de 30€ l’hora….
Interessos inclouen les necessitats, desitjos, preocupacions i temors importants per acada costat Exemple: estableixo un diàleg perquè potse al que m’ofereixen es millor que el que jo volía! Hi han casos o moments de la negociació en els que es millor quadrarse en una posició…..
Recollir dades mantenint el critreri objectiu
Todo pensamiento o idea causa una reacción física. Somos un conjunto inseparable de mente y cuerpo. • La mente no puede mantener indefinidamente dos ideas opuestas o contradictorias • Lo que se espera tiende a hacerse realidad. • Una vez que una idea ha sido aceptada por nuestro inconsciente, solo se va si es reemplazada por otra. Cuanto más tiempo permanece, mayor es la resistencia a ser reemplazada
By diving into a negotiation prematurely we may be denying ourselves the opportunity to Prepare thoroughly Establish rapport Inform the other party about things that may influence their expectations in our favor Gather information about the other party that may Influence the proposals we make to the other party Influence our expectations So that they are higher than otherwise So that they may be more realistic Consider deferring the negotiation until after information gathering (what we can learn from the other party) Information sharing (what we can inform the other party) Establish rapport Rapport facilitates communication When people know each other they can more quickly Communicate information Identify options for solutions Converge on a solution or an outcome Establishing rapport involves getting to know the other party’s individuals Not from a dishonest perspective, nor to take advantage of the other party From the perspective that getting to know the other individuals in a negotiation will be beneficial to both sides in a negotiation There is mutual benefit in getting to know each other
Without information That we might gather about the other party That we might choose to share with the other party about ourselves we risk our proposals being aimless, possibly landing anywhere With information That we might gather about the other party That we might choose to share with the other party about ourselves we have an increased likelihood our proposals will hit the bulls eye
A conflict has generally been defined as a situation in which two or more parties strive to acquire the same scarce resources at the same time. A conflict is, moreover, in many cases based on perceptions, rather than on attitudes or behavior as it has generally been defined. BUT: There could be an abundance of space for agreement in a conflict, but if the parties perceive the conflict as being impossible to resolve or the opponent to be untrustworthy this might not help in resolving the conflict A conflict is not a static situation, but a dynamic one – the intensity level changes over a conflicts’ life cycle
Prepare, prepare, prepare. Enter a negotiation without proper preparation and you've already lost. Start with yourself. Make sure you are clear on what you really want out of the arrangement. Research the other side to better understand their needs as well as their strengths and weaknesses. Enlist help from experts, such as an accountant, attorney or tech guru. Pay attention to timing. Timing is important in any negotiation. Sure, you must know what to ask for. But be sensitive to when you ask for it. There are times to press ahead, and times to wait. When you are looking your best is the time to press for what you want. But beware of pushing too hard and poisoning any long-term relationship. Leave behind your ego. The best negotiators either don't care or don't show they care about who gets credit for a successful deal. Their talent is in making the other side feel like the final agreement was all their idea. Ramp up your listening skills. The best negotiators are often quiet listeners who patiently let others have the floor while they make their case. They never interrupt. Encourage the other side to talk first. That helps set up one of negotiation's oldest maxims: Whoever mentions numbers first, loses. While that's not always true, it's generally better to sit tight and let the other side go first. Even if they don't mention numbers, it gives you a chance to ask what they are thinking. If you don't ask, you don't get. Another tenet of negotiating is "Go high, or go home." As part of your preparation, define your highest justifiable price. As long as you can argue convincingly, don't be afraid to aim high. But no ultimatums, please. Take-it-or-leave-it offers are usually out of place. Anticipate compromise. You should expect to make concessions and plan what they might be. Of course, the other side is thinking the same, so never take their first offer. Even if it's better than you'd hoped for, practice your best look of disappointment and politely decline. You never know what else you can get. Offer and expect commitment. The glue that keeps deals from unraveling is an unshakable commitment to deliver. You should offer this comfort level to others. Likewise, avoid deals where the other side does not demonstrate commitment. Don't absorb their problems. In most negotiations, you will hear all of the other side's problems and reasons they can't give you what you want. They want their problems to become yours, but don't let them. Instead, deal with each as they come up and try to solve them. If their "budget" is too low, for example, maybe there are other places that money could come from. Stick to your principles. As an individual and a business owner, you likely have a set of guiding principles — values that you just won't compromise. If you find negotiations crossing those boundaries, it might be a deal you can live without. Close with confirmation. At the close of any meeting — even if no final deal is struck — recap the points covered and any areas of agreement. Make sure everyone confirms. Follow-up with appropriate letters or emails. Do not leave behind loose ends.
A VECES SOMOS HASTA IRRACIONALES en nuestras interpretaciones ATAJOS que muchas veces funcionan bien, el mundo encaja en nuestras percepciones automatizadas y ni nos damos cuenta. Sin embargo, hay muchas oportunidades en las que, sin darnos cuenta, malinterpretamos la realidad y actuamos de forma irracional.
Todos los proyectos pueden asumirse con pasión y con inspiración...
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