4.10.2024 Senior DAML Handout Update.pptx
- 1. Employ Negotiation Techniques DAW AYE MAW LWIN PROFESSOR/HEAD DEPARTMENT OF ENGLISH
- 2. Aims To enhance awareness of how cultural background can affect negotiating style and tactics To develop flexibility in dealing with negotiating partners from different cultures To be competent in all key communication skills
- 3. Outline • Areas of potential cultural difficulty , differences of style and approach • Task ( Questionnaire/Role play/Peer assessment ) • Discussion(relate the particular issue to your own attitudes and experiences) • Reflection
- 4. Objectives -What’s the best we can get? -What’s the worst we can get? -What is our bottom line? Negotiation checklist
- 5. Negotiation checklist Strategies -What are the main areas of negotiation? -What are likely to be sticking points? -What is the best order to discuss these points? -What concessions can we give to achieve our main aim?
- 6. Roles -Who is responsible for different stages of the negotiation? -What special skills/knowledge do individual members of the team have? -What do we know about the other team? Negotiation checklist
- 7. Communication -How are we going to maintain positive communication? -Who is taking notes or minutes? -Who is going to ask questions? Negotiation checklist
- 8. Task-oriented (Specific) People who adopt this approach tend to focus hard on specific issues – this should mean that time is saved and objectives reached most effectively. However, there is always a danger that the larger picture may be missed and that personal issues can be ignored. These personal issues may be the ones which make or break the deal! and tactics (Task-oriented VS People-oriented)
- 9. People-oriented (Diffuse) A diffuse approach to business will place great importance on all the events which surround the actual discussion of the deal. For example, lunch together, social conversation on the way to the airport, or a chance to meet your partner’s family.
- 10. Values A value is the belief that a certain part of life is especially important. Every culture places different emphasis on family, work, religion and love. Some culture values family loyalty and romantic love. Other cultures emphasize independence from family and hard work. Still others emphasize religion and honour in the community.
- 11. Stereotypes A stereotype refers to a preconceived idea about a person’s gender, profession, race, religion, or culture. For example, statements like “All women love to shop,” “All men like sports,” are based on stereotypes. If you look closely at stereotypes, you will find that they are inaccurate and oversimplified. People from the same background all differ, and no two members of any culture behave alike all the time.
- 12. Stereotype Men • don’t want to waste time with the social niceties • want to get down to business
- 13. Stereotype Women • aware of people’s feelings • give time to some small talk before the meeting starts Give more examples………
- 14. Discussion(Your point of view) Think of four values that are important in your culture. What influence does your own culture have on the way you see people from other cultures? Does culture affect the way people negotiate? If so how does it affect the way people negotiate?
- 15. How do you see yourself? Use the questionnaire below to find out. Tick one or the other of the following statements. If you can't decide, tick neither. a i. I start the day with a list of things to do. ii. I start the day by having a chat with my colleagues. b i. I don't let personal feelings influence decisions. ii. When making decisions, I look at the human angle first.
- 16. c i. If colleagues do a good job, it does not matter if I like them or not. ii. It's important for me to like the people I work with. d i. I see meetings only as a means to get business done. ii. I see meetings partly as an opportunity to develop team relationships.
- 17. e i. At the end of the day, I am frustrated if I haven't achieved what I set out to. ii. At the end of the day, I feel 'low' if I haven't got on with my colleagues.
- 18. Discussion Have you ever been faced with stereotypes? How have you responded?
- 19. Systematic (Structured) • Organized and systematic in their approach to the negotiation to achieve their objectives(prefer a more planned approach) • Ordered agenda in which there is an opportunity to go through the main issues step by step Culture and tactics (Systematic Vs Organic)
- 20. Organic (Flexible) • More relaxed about negotiation • Comfortable with unstructured situations
- 21. chaotic unstructured flexible methodical systematic impulsive prepared to take risks creative cautious inflexible Think about your own approach to negotiation. Where would you place yourself on this continuum ?
- 22. Culture and tactics (Universalist Vs Particularist) Universalist • more comfortable if they are given the right way • cultures are ones in which people believe there is a right way to do something and, once this has been decided, this procedure should always be followed. Particularist • comfortable with fewer rules • cultures are ones in which people believe you need to adapt to each situation differently and therefore the procedure will have to be changed according to the situation.
- 23. Discussion What are the difficulties of working with people who are much more or much less systematic than yourself?
- 24. Culture and tactics ( Direct Vs Indirect) “What I really want to know is: are you going to hire our staff or not?’’ “ I’m interested to know what your position on our staff is .’’
- 25. Direct • focus on the explicit meaning of words • prefer to say what they mean and to deal with conflict directly • would probably find lack of directness unhelpful • they believe in saying what they think
- 26. Indirect • do not believe that everything needs to be said • Prefer to rely on implied meaning • avoid conflict and avoid saying no • find the direct style abrasive and unsubtle • the direct statement or question may put your partner ‘on the spot’ (under pressure) • lead to loss of face if he or she is unable to respond • For someone from a direct culture, the main problem is understanding the real question or point behind a rather vague expressions – in other words, ‘reading between the lines’.
- 27. Discussion In a negotiation, what are the advantages to be gained from listening well? What can stop you from listening?
- 28. 1. listen for feelings as well as words? 2. follow the topic continuously? 3. stop listening when you think the speaker is wrong? 4. start planning your response while you are listening? Do you always sometimes never
- 29. 5. let others have the last word? 6. consider another point of view before disagreeing? 7. make up your mind before starting to listen? Do you always sometimes never
- 30. How would you describe the dominant attitudes towards leaders and teams at your workplace? There are seven contrasted statements below. Is your work culture more individualist or collectivist? Culture and tactics (Individualist VS Collectivist)
- 31. Individualist* Collectivist* Leaders need to have strong Leaders need to be sympathetic personalities. to the group. Individuals come up with the best ideas. Teams come up with the best ideas. Some people are not worth Everybody is worth listening to. listening to. Decision-making takes twice Decision-making in teams is the long in teams. only way to get commitment. Individuals should be rewarded Teams should share their rewards for their success. equally. When something goes wrong, When something goes wrong, someone must take the blame. the blame should be shared. The best companies have the best The best companies have the best leaders. workforce.
- 32. a.One way to break down the opposition is to find differences of opinion or position within the same negotiating team. In other words, 'divide and rule'! In terms of negotiating tactics, which of the following statements would you agree with and why?
- 33. b. Scoring points off your negotiating partners is finally non-productive. It will only lead to mutual mistrust in the long term. c. The best negotiators are fluent communicators, flexible enough to adapt to changing circumstances, but tough enough to withstand pressure when they do not want to make any changes or concessions..
- 34. d. The best negotiators are good listeners. Only by understanding the position and desires of your partners across the table can you come to an agreement which is mutually beneficial.
- 35. Discussion What’s your view on conflict in a negotiation? What are the risks and the potential benefits?
- 36. Confrontational • aggressive tactics are justified if they achieve their ends Collaborative • place importance on harmony Culture and tactics (Confrontational VS Collaborative)
- 37. . Discussion Do you think that conflict should be avoided at all costs?
- 38. Culture and tactics ( Emotional vs Neutral ) Emotional(affective) • have a tendency to display their emotions more openly and immediately • a show of frustration, anger, or even sarcasm • a sign of weakness
- 39. Neutral • have a tendency to keep their emotions hidden or controlled • never show their feelings • never argue about Rolls Royces and Fords!
- 40. Which of the following statements do you agree with? Working with a partner, draw up three statements which summarize your own views on the issues addressed here. Discussion
- 41. 1. I hate it when people get aggressive in meetings. It’s just not necessary. 2. When people start criticizing, it’s hard not to take it personally. 3. If I’ve got a tough negotiation ahead, the last thing I want is to socialize with these people.
- 42. 4. Even when I’m being confrontational I’m never personally involved. It’s just tactics. 5. Being aggressive is a perfectly valid way of getting what you want. 6. If you’ve got a good relationship, the negotiation is already half way to being successful.
- 43. Discussion Share any experiences of clashes in situations where you have had to work with someone with a different negotiating style.( e.g loss of temper , frustration , taking offence ) To what extent the individual chooses to reveal their feelings?
- 44. Discussion What can cause negotiations to fail? How important is it to maintain a positive tone throughout the meeting?
- 45. Culture and tactics (High-context VS Low-context ) High - context culture • People understand a lot from the context • Specific criticisms or problems are not spoken about • The message is implicit • It is important to avoid any negativity
- 46. • Harmony is maintained by smiling and even saying 'yes' to something which you disagree with • Real sticking points in a negotiation are unlikely to be dealt with in public. • It is more likely that a concession will be offered in private.
- 47. Low-context culture • People are far more explicit. • Tolerance of negativity is therefore higher. • People would prefer to say 'no' rather than run the risk of being misunderstood.
- 48. The win –lose/ win-win philosophy Win-Lose • Only one side perceives the outcomes as positive • The win-lose approach treats the negotiation as an end in itself, forgetting that it only serves as the starting point for a longer-term relationship between them
- 49. The win -lose/ win-win philosophy Win-Win • Each side feels they have won • It is important not to get too carried away with the win-win ethos • Negotiators need to recognize the right moment to pull out as well as when to concede in order to get the deal • Win-win does not mean avoiding tough negotiations
- 50. Discuss the following tactics. Which do you agree with and why? What other advice would you give? a. Never negotiate a single issue. b. Always bargain from a position of strength. c. Don't let your negotiating partners feel too comfortable. d. Identify and reinforce the weak points in their argument. e. Never show your real feelings. f. Keep your strongest cards up your sleeves.
- 51. Reflection 1.What is my usual approach to negotiations? How well does this approach help me? 2.How might I adjust my approach to negotiation to improve the outcomes achieved? 3.What elements of my personality will assist me during negotiations , and how might I leverage off these more? What elements of my personality will create challenges for me during negotiations and how might I address these?
- 52. Thank You.