1. Debate In Negotiation The Four Phases of negotiation
Phase One: how to prepare
Phase Two: how to debate
Phase Three: how to propose
Phase Four: how to bargain

2. Debate In Negotiation
Debate is the act of two way communication and shapes the tone of the negotiation
Proposing takes 10 % of the time, bargaining less than 5 % and debate takes up the rest; more than 80 %
Kennedy ”If we can organise and discipline our debate behaviour we have a very good chance of quite dramatically improving our negotiation effectiveness”

3. Rackham and Carlisle
R & C conducted an interesting study where they sought to describe how “effective” and “average” negotiators behave.
What is an effective negotiator?
Rated as effective by both sides
Track record of significant success
Low incidence of implementation failures

4. Rackham and Carlisle
Skilled negotiators show marked differences in their use of specified behaviour categories compared with average negotiators
Confirmed what “everyone” knew statistically
In negotiation training people are introduced to effective and ineffective categories of behaviour, and these are further developed through simulation and role-playing

5. Variances in behaviours

6. Variances in behaviours

7. Types of debate
The message is that debate can be either constructive or destructive
Constructive debate moves us towards an acceptable solution, destructive debate moves us away from desirable outcomes
What are the destructive behaviours?

8. Destructive behaviours

9. Interruption
It is appropriate to interrupt somebody who is clearly factually incorrect in their statements
True or false?

10. Other irritators Blocking Point scoring Attacking/Blaming Threats
Blocking denies the opportunity to give more information
Don't block – hear them out
Point scoring
Attacking/Blaming
Threats

11. Constructive behaviours
How do we deal with someone who is behaving destructively?
The alternative to destructive argument is constructive debate
There is no alternative to a constructive approach whatever the behaviour of the other negotiator

12. Constructive behaviours

13. Open or closed? Do you have a safety policy? Will it pass inspection?
How did you calculate those figures?
Is that important to you?
What aspects of my proposal are acceptable to you?

14. Open or closed? Is that agreed? Have you changed your mind?
How do you expect me to accept that proposal?
Can you do better than that?
How can you improve on your offer?

15. Assurances
“Gentlemen, I am in the solution, not the retribution business”
How to deal with an angry hotel guest “Before you say anything, I have three things to say to you: first, I unreservedly apologise for the distress we have caused you; second, I am going to listen to what you have to say, and third, I am going to put right whatever is wrong”

16. Moving forward

17. Spot the difference?

18. Signalling? It would be extremely difficult to meet that delivery date
We do not normally extend our credit facilities
It is highly unlikely that my boss will agree to a free upgrade
Under these circumstances we cannot agree to compensation
As things stand our prices must remain as listed
I can't give you a better discount on your current volume

19. Proposing

20. Proposing

21. Proposing Signalling is the bridge from debate to proposal
Topic of chapter 9 – how to make an effective proposal

22. Proposing – look at these:
I wish
I hope
I would like
It would be nice
Would this suit you?
I need
I require
We prefer
We want
It is necessary that

23. Proposing
“It is the ability to shift from loose informal proposal language to tight formal and assertive proposal language that improves your performance”
A proposal is a tentative suggestion
“We could make it four visits a week”
“We could look at the number of visits”

24. Look at this proposal
Effective proposals consist of two parts: the condition and the offer
Ineffective proposals only consist of offers
The condition may be vague or specific, but the offer must always be vague

25. Proposing
Kennedy writes “The most common mistake negotiators make when presenting a proposal is to drown it in irrelevant verbiage by confusing the proposal and debate phases. In short, they propose and explain their proposals at the same time

26. Proposing
Make a proposal, then shut up.

27. Effective proposals
To make an effective proposal, follow these main “rules” should be practised
It should be conditional
It should be presented unadorned, without explanation
On completing the proposal you should go silent
It should be presented with condition first, then followed by the offer

28. What is wrong here?

29. How to receive a proposal