negotiation N The is for ... claire huang 09KM904W justin jojo bello 08BN946R

approach of negotiation Advocating approach attempts to obtain the most favorable outcome for that party Win / win approach looks at both parties interests and requirements and seeks mutual benefit New creative approach collaborating to produce results that go beyond win/win and win/lose factual knows all related information, covers all bases, provides information relational establish relationships, builds trust and perceives other party’s position intuitive unexpected solutions or approach, anticipates progress, sees big picture logical sets rules, develops an agenda, argues logically than emotionally, adapts

interests Integrative: Deals with the needs and resources of the bargaining parties Distributive: Deals with positions and resources and how much each side wants Distinguish between positions and interests, both your own and the party with whom you are negotiating.

process Preparation of negotiations set clear objectives anticipate claims and reactions of the other party develop strategy Discussion of the problem read and understand the problem listen and focus on the other party ask the right questions Propose solutions summarize, analyze, offer suggestions or solutions Negotiate a compromise keep your goals in mind make sure new proposals (concession) fit your limitations Finalization formulation of agreement preparation of implementation review the experience of the negotiation

preparation Set objectives Parties frame the problem & recognize that they have a common problem that they share an interest in solving Anticipate Define the issues to be discussed and analyze the conflict situation Strategize Research and consultation with experts, prioritize their goals and positions and evaluate possible tradeoffs. identify the concerns, desires, and fears of the goals understand needs, know priorities, identify boundaries count resources, develop walk-away position

discussion of problem Read and understand the problem Understand the problems and objectives of the other party. Without this understanding, you can not propose solutions. Listen and focus on the other party Familiarize yourself with the other party’s concerns, position and goals Ask the right questions Asking questions provides an opportunity to get more information and ensure that the given information is understood. Asking questions considers the arguments of the other party.

solutions Propose solutions In order to propose solutions, you should be able to summarize what has been said, analyze the consequences, and be able to offer suggestions or solutions based on analysis.

compromise Negotiating a compromise When beginning negotiations, always keep in mind your goals Whenever you make a new proposal (concession), you must make sure it fits within your limitations.

conflict Types of conflicts conflicts of interest conflicting needs conflicting views Styles of conflict management collaboration face-to-face cooperative challenge face-to-face non-cooperative acceptance non confrontational cooperative bypass non confrontational and non cooperative compromise incorporates elements of other styles

agreement Finalization formulation of agreement all aspects have been accepted, in particular: dates for implementation, review , finalization, and the definition of terms preparation of implementation an agreement is managed once implemented. implementation programs are incorporated into the bargaining agreement which will define what needs to be done, when, and by whom review the experience of the negotiation after closing, lessons must be learned. What went wrong? What went well? What was learned? These lessons will help for the next negotiation

strategies Prepare for: you and your team members defining the rules of the meeting submission of opinions on the issues to be addressed obtain a briefing on the views of the other party Decide: who will lead the discussion who will check the facts who asks questions who will answer questions from the other party who will reduce tension and show interest in others who will take notes Separate personality of the person and problem to solve Broaden your horizons. Do not be limited to one solution Look for a solution, not a confrontation Organize a constructive meeting

Negotiator profiles (Thomas Kilman)

IN THE END…

Triangle of the negotiation B 2 A 1 My position 4 His position 5 Our relationship 6 Contract 3

any questions? no? The F is for ... savings (thank you)