1. NEGOTIATION TECHNIQUES Rob Bakx Twinning advisor
Notes

2. The ability to differentiate behavioral reactions and emotions
NEGOTIATION SKILLS
The ability to differentiate
behavioral reactions and emotions

3. NEGOTIATION AS DEALING WITH DILLEMMAS OPEN - CLOSED FRIENDLY - HOSTILE
TOUGH - LENIENT
SEARCHING - MORE OF THE SAME
Toughness dilemma + Flexibility dilemma

4. NEGOTIATION AS DEALING WITH DILLEMMAS
Toughness dilemma
Tension between cooperative behavior versus fighting behavior
Flexibility dilemma
Tension between exploring negotiating versus avoiding negotiating

5. Cooperative
Preserving harmony, avoiding disruption. In situations of opposed interests, this often leads to yielding. Important element of cooperative style is the perceived necessity to keep personal relations good above all else.
Fighting
Pursuing self-interest at the expense of others. Often focused on power. The fighter will resort to all available weapons (e.g. expertise, rank, financial sanctions) in order to win.

6. Exploring
Trying to find a solution that satisfies the interest of the involved parties as much as possible. This means studying a subject to identify the underlying interests and exploring alternatives that satisfy them.
Avoiding
Resufing to take on the confrontation. E.g. in the form of diplomatic evasion, postponement, stubbornly sticking to one track ‘as a matter of principle’, or simply evading the entire situation.

7. NEGOTIATION AS DEALING WITH DILLEMMAS
(Force field of primary impulses)
Fighting
Aggressive
Cooperative
Lenient
Restraint
Avoiding

8. Statements
1         I do my best to avoid tension Absolutely not        Absolutely
2         I thoroughly go through a dispute with others Absolutely not        Absolutely
3         I try to avoid conflicts between us Absolutely not        Absolutely
4         I am very compliant Absolutely not        Absolutely
5         I will search together for a solution that satisfies everybody Absolutely not        Absolutely
6         Whatever it costs I will get my ideas through Absolutely not        Absolutely
7         I acknowledge my loss Absolutely not        Absolutely
8         ‘Mild words will soften the anger’ Absolutely not        Absolutely
9         I will keep talking until we agree Absolutely not        Absolutely
10       I will settle the case to my hand Absolutely not        Absolutely
11       I avoid disagreement as much as possible Absolutely not        Absolutely
12      I explore the mutual points of view until we solved all problems Absolutely not        Absolutely
13       An uncomfortable occurance I will cover with the cloak of charity Absolutely not        Absolutely
14       I hold on to a principle until it will be done my way Absolutely not        Absolutely
15       I trivialize problems Absolutely not        Absolutely
16       I always show that I am right Absolutely not        Absolutely

9. Exploring
the jovial the agressive
style style
the ethical the analytical
Cooperating
Fighting
Avoiding

10. The Jovial (co-operative) Style
Endearing, appealing, positively influences the sphere, strong in building good relations,sensitive for arguments of the other person, flexibel
Less effective side:
Avoids trial of strength; poor defence; becomes unclear and hesitating
Behavior during conflicts:
Agrees, even if he believes that is unreasonable; denies conflict

11. The Ethical (convincing) Style
Trust in others; basis in common interests; principles and ideals; forwards solid proposals; not to be influenced; preserves his independent thinking
Less effective side:
Preaching, withdrawal, gets disappointed and inaccessible for new possibilities, lost his ‘change’
Behavior during conflicts:
Holds on, because he fundamentally is right, or gives up discouraged or is ruled out

12. The Agressive (agile) Style
Takes initiative and the lead, also within his team; plays along with unexpected occurances and new developments; keeps negotiations going, even if it hardens
Less effective side:
Bossy; little chance for others; gets impulsive; creates confusion; can get across as an opportunist
Behavior during conflicts:
Pushing; fight the conflict to an end; fight like a fighting cock

13. The Analytical (agressive) Style
Good use of hard facts and figures; logical reasoning; focus on quality of arguments; creates clear and logical procedures; brings clarity; controls the principles; preserves overview; has it all in line
Less effective side:
Stays on the same track; lack of feeling for the atmosphere of discussion; sticks to ‘old’ arguments and points of view
Behavior during conflicts:
Continuously gathers evidence that he is right; becomes stubborn and inaccessible

14. EXAMPLES
You don’t like the proposal and immediately react with criticism or
a counter proposal.
It is more constructive to first ask for clarification or to wrap up your criticism in the form of a question.

15. EXAMPLES
You’re annoyed and show an irritable, cool behavior.
In general it is better to put your annoyance in words: “I am sorry, but I can’t help saying, that……”.

16. Mixing conflicting impulses
Voicing one’s demands with consideration for the
interest of others
Being friendly without giving in
Inventiveness in designing creative solutions while
retaining to one’s preferences
Being hard on issues, soft on persons

17. Main elements of the negotiating model
Realizing one’s material interests
Influencing the power balance
Effective negotiating
Promoting a constructive climate
Obtaining flexibility

18. PREPARING NEGOTIATIONS
Interests and goals
Balance of power
Climate
Procedural flexibility
Constituency

19. Negotiation techniques
Time
Impasses
Questions and answers
Adjourning
Ambition
Concessions
Agenda
Power of persuasion
Limit yourself in your arguments
Limit yourself in debating
Keep in touch with your emotions

20. Negotiating as emotion management
W.F.G. Mastenbroek
Holland Business Publications, 2002
Heemstede, Netherlands
ISBN