NEGOTIATION TWO TYPES OF NEGOTIATION 1.Distributive (Competitive) Parties have different and independent goals fixed-sum win-lose positional

NEGOTIATION 2. Integrative (Collaborative) Parties work together toward common or compatible goal Resolution of conflict Advancement of shared vision Recognize Interdependence Deal constructively with difference Joint ownership of resolution

NEGOTIATION Distributive Integrative Soft Hard Problem solving Avoid conflict Win Solve the problem Friends adversaries Professionals Change easily Dig in Focus on interests Concede easily Concede Don’t concede ? ---------- stubbornly Invent options

NEGOTIATION Soft Hard Problem Solving Avoid contest Win contest Use standards of will of will Make Demand Separate people concessions concessions and problem Back down Make threats Know others walkaway Commit early Commit early Draft as you go draft late draft late commit at end

Tactics and Techniques 1. Delay: When you have the power, when you don’t , delay 2. Silence and Bracketing: Direct opponent’s attention to a certain topic and then listen. Gains information 3. Limited Authority: Opponent lacks authority, needs to get approval for agreement.

Tactics and Techniques 4. “No”: Value of a “no” is you can ask why. Answer reveals what he will do. 5. Expectation and control: “This part is not negotiable, but that part is”. Redirects the negotiation.

Tactics and Techniques 6. Rationale: Be able to explain positions and concessions. Gives satisfaction to other party. 7. Message sending: Recognize verbal, visual and written messages. (i.e. nervous laugh, jiggling foot, crying.

Tactics and Techniques 8. Threats: To be effective threats must be believable. Credible if reasonably proportionate to action it is intended to effect. Never make a threat unless prepared to carry it out. Affirmative promises usually better that negative threats

Tactics and Techniques 9. Boulwarism: Named for Lemuel Boulware, former V.P. for labor relations at General Electric. Best offer take it or leave it bargaining. Deprives opponent of participation. Reduces chance of successful resolution. 10. Mutt and Jeff routine: Good guy /bad guy. Reaonable / unreasonsble teams

Tactics and Techniques 11. Never accept first offer. 12. Flinch: For most people visual overrides auditory. 13. Avoid confrontation: Especially at beginning of process. Intensifies opponents desire to be proven right. 14. The Vise: “You’ll have to do better then that.” Response, “How much better?”

Tactics and Techiques 15.“Split the difference” : Never suggest, let your opponent suggest. Can be caught by appeal to higher authority. 16. Set aside Gambit: Set aside difficult issues to be decided later. Get agreement on smaller issues which creates momentum.

Tactics and Techniques 17. Avoid last minute “nibbles”: You are most vulneralbe after you think negtiationis completed, but other side then wants more concessions. 18. Maintain Walk-away power.

Optimize Probability of Success 1. Do your homework : Prepare 2. Go to the top: Negotiate with those who have authority. 3. Build relationships whenever possible: Easier to communicate with a friend than with a stranger or enemy. 4. Avoid quick concessions

5. Accentuate the positive: Frame negative points in positive ways. 6. Maintain your composure: 7. Don’t give up: What appears to be a dead end may only be a corner.

Integrative Negotiation / Getting to Yes Bargain Over Interests Not Positions Separate People From the Problem Generate Options Before Deciding Base Results On Objective Criteria

POSITIONS / INTERESST POSITIONS INTERESTS Things you say Underlying you want Motivations Demands Needs and Concerns What you will Fears and Aspirations or won’t do

DISCOVERING INTERESTS Look behind positions for underlying reason Put yourself in other person’s shoes Ask : “Why?” Ask “Why not? What would be wrong with…”