LESSON 4 - Proposed different approach to the

traditional soft ball/hard ball

Negotiation and conflicts
negotiation.
If change is a constant in business, then - focusing on fairness and absence of
negotiation is a constant in life. - aggression or fakery, is recommended.

Negotiation- mutual discussion and agreement Principled negotiation (4 stages COIP)

of the terms of transaction or agreement
- People- separate the people issues
Types of negotiation situations from the problem under negotiation
- Interest- focus on the interest of the
- Customer/supplier business deal negotiating parties rather than the
- Complaint resolution position they have to adopted.
- Performance review - Options- look at the possible options to
- Pay rise resolve the negotiation before making
- Product or task delivery timescale any decisions.
- Work distribution - Criteria- set the criteria that will
Negotiation outcomes provide a basis fro the decision and
ensure objectivity.
- Everyone feels content with the
outcome People
- No one feels resentful or annoyed - It is always important to understand
Common problems found during negotiation that individuals hold options, beliefs
and values and have needs that must be
- Giving in soft position- participants satisfied.
wishes to avoid negotiation
- Winning at all cost hard position- result Three aspects to consider when thingking
from deeply held belief. about people:
- Saving face- enters the equation and 1. Perceptions- hoy they perceive the
the chance of reconciling the parties situation
interest becomes more remote. 2. Emotion- how they feel about the
Dovetailing situation
3. Communication- how they
- Joseph o connor and john Seymour communicate with
(2003)
- Seeking to dovetailing outcomes the Interest
negotiator become allies, not - Considering the interests means that
opponents, and seek to work together we focus on the interests of the
to find acceptable outcomes. negotiating parties rather than
- Involves finding the area where there is their positions; a vital shift in emphasis.
overlap and common problems. It is only by considering the interests
Getting to yes approach that positive solutions
that address everyone’s needs can be
- Fisher and ury found.
Options - Timescales
- Legal requirements
- Once we understand how people feel
- Business policies
about the situation and have explored
- Geographical locations
their interests, we can move onto
- People
considering the potential solutions.
Define the problem
Criteria
- Having researched the information, it is
- Once we have some options that form a
then important to ensure that you
basis of a solution we need to assess
understand the issue over which there
them and decide the way forward.
is to be negotiation; in other words, you
Criteria that you might consider have defined the problem.
- Failing to understand where the issues
- market value lies can seriously undermine a
- cost of repair/updating negotiation.
- time available/ constraints
- quantifiable data Consider participants
- the legal implications
- Thinking about their interests and
Process for successful negotiation objectives can yield many insights and
fail to do this can increase the
- Identify temperature of any disagreement.
- Prepare
- Conduct Perspective
- Close
- This means identifying not only that
Identify there is another point of view, but also
actively trying to understand this view.
- One of the key steps in ensuring a It is also important to understand and
successful negotiation involves accept that, in the person’s opinion, this
identifying in advance that a is a valid view.
negotiation is required.
- EARLY IDENTIFICATION OF Feelings
NEGOTIATION SITUATIONS ENABLES
- It is often helpful to allow people the
PARTICIPANTS TO ENSURE THAT THEY
opportunity to express their worries,
ARE PREPARED
grievances or anger.
Prepare
Evaluate position
- Here, the participants should examine
- Part of the preparation involves
the situation, research or collect any
understanding the level beyond which
required information, consider the
the negotiated outcome would not be
other participants and assess their
worth accepting. This is your ‘bottom
position.
line’. It is a vital part of the negotiation
Research information process and anyone who enters a
negotiation without understanding this
- Financial
 is likely to be out-maneuvered by other When exploring the participants’ world views,
party. we can think about the following questions:

BATNA - What do the participants think is the

point of the negotiation?
- “Best Alternative To A Negotiated
- Why do they want their stated
Agreement” or BATNA helps you to
outcome?
look at alternative courses of action by
- Where are their priorities?
considering the question, ‘What would
- What part of the stated need do they
we do if we do not get what we want?”
value most?
Relative power
Listening behaviours that often cause
- You should also assess the relative problems during negotiation:
power between you and your
- Judging- this involves failure to listen
counterpart. Where the other party is
because you are intent on prejudging
more powerful bargaining position, all
what the other party is saying
of the leverage is on their side and no
- Filtering- this occurs when you only
negotiation approach will guarantee
listen to the elements of the
your success. In this situation, there are
communication that support your
two things that should be considered.
positions.
1. How to protect yourself against making
- Being right- where someone needs to
agreements that you should reject.
be rigjt they place greater emphasis on
Understanding your preferred
winning the argument.
alternatives and warning level will assist
- Rehearsing- you are mentally preparing
with this.
points to make in support of your
2. How to make the most of your assets so
position.
that any agreement will satisfy your
interests as much as possible. Research Other key communications approaches that
and understanding the context will help help you when negotiating:
here.
- Acknowledging- recognizing what has
Conduct been said and asking for clarification if
necessary.
Remove emotion
- Rephrasing or reframing- phrasing
- During negotiation, one factor is critical explanations from your point of view
remove emotion from the situation. rather than blaming. Resembles in ping-
pong match.
Communicate effectively - Keeping language neutral- some people
- One of the techniques that helps to use language in a provocative and
understand people involves analyzing emotional way exaggerate points or
their world view. issues.
- Speaking for a purpose- do not say
anything significant without knowing
exactly what you want to communicate
and the purpose the information will
serve.
 - Focus on the problem - Keep the focus options from the evaluation and
on the problem to be negotiated and decision making. It is also important
the possible options. that the criteria that may be used to
evaluate the options are based upon
Look for options
the declared interests.
- NLP advocates a technique known as
Close
‘chunking’ during negotiation because
this helps to increase objectivity and - Closing the negotiation is not simple as
open up creative options. shaking hands and moving on. There
will always be follow-up actions and it is
Once the situation and its inherent issues are
important to ensure that any decisions
better understood, some thought should be
are recorded and the momentum is
given to identifying alternative options.
continued.
Two useful approaches are:
Managing conflict situations
1. Alternative models - Considering
- Conflicts arise when two (or more)
examples of other people or other
parties disagree about something and
companies.
this has not, or cannot , be resolved by
2. Assumption reversal- Taking any
negotiation. Typically, this may result
assumptions or conventional wisdom
from one or more of the following
and turning it around.
issues.
Sometimes in a negotiation there are traps - Conflicts arising from differing goals and
that can block the development of creative objectives.
options and it is important not to fall into - Conflicts arising from judgements and
them. These blocks are: evaluations of situations.
- Conflicts arising from different values.
- Premature judgement- sometimes we
rush to prejudge what other party Thomas-Kilmann Conflict Mode Instrument
might think or say. (TKI) – five conflicts
- Single answer- there is danger in
- Avoiding- both unassertive and
believing that there is one best answer
uncooperative.
and dismissing options that only meet
- Accommodating- high cooperative and
part of the interest.
low assertive this position seeks only to
- Fixed-sum-game- here we focus on
satify the needs of the other party.
one party winning and the other losing
- Competing- high assertive and low
- Each party solves their problems-
cooperative this position concerned
everyone consider just their own
with meeting one’s own needs and
interest and believes that the other
yung need ng other party are not
party will suggest options that address
considered.
only their concerns.
- Compromising- moderately assertive
Evaluate options and cooperative compromising means
giving up some needs to gain some
- It is important that the process benefits.
separates out the identification of
- Collaborating- high assertive and
cooperative seeks to identify and satify
the concern of all parties.